Performance review doesn’t meet worker’s expectations
I have become frustrated with my annual performance review. For the past four years, my manager has given me a “meets expectations” rating. Although he often compliments my work and never has any complaints, he continually rates me as average. When I ask how I might improve, he just says I’m doing a fine job. So why don’t I get a better score?
Everyone hates performance ratings. Employees hate them, managers hate them, human resources folks hate them. Nevertheless, ratings are a fact of life in most large organizations.
In reality, ratings are not necessary for managing performance, since they convey nothing about what someone does well or what needs to be improved. That requires a conversation. However, ratings do help to facilitate salary administration, because they provide a rationale for dividing up the goodies.
In an effort to reward top performers, many organizations limit higher ratings to a specific percentage of the workforce. As a result, the majority of employees receive the equivalent of “meets expectations.” But while this approach might be statis tically logical for a large population, in practice it creates some problems.
When applied to smaller groups, which may have many outstanding performers, rating restrictions can be totally inaccurate. Also, because virtually everyone believes they are above average, a “meets” rating may be perceived as insulting. And since most performance assessments are highly subjective, ratings can generate heated debate.
On the other hand, rationing high scores can help to counteract “ratings creep.” Left to their own devices, most managers will overuse high ratings, possibly to avoid uncom fortable conversations. Eventually, their evaluations become meaningless.
Clearly, rating performance is a complex problem with no perfect solution. As for your own unsatisfying reviews, here are four possible contributing factors.
First, if your company uses a performance distribution, higher ratings will automatically be limited. Second, some managers are “low raters” who never give anyone high scores. Third, your boss may not have the final say, because ratings must often be approved by upper management and human resources. Finally, since no one believes they’re aver age, you must be certain that your work actually is superior.
My new company has quarterly “skip-level” meetings in which employees meet one-on-one with their department head. I’m scheduled to have my first discussion with her next week, but I’m not sure how to handle it. Although I’m generally happy here, there are a few things I don’t like. How can I be honest without offending her?
When people tell me they want to be “honest,” this usually means they intend to deliver some direct criticism that may not be wellreceived. Therefore, you must first understand that “honesty” does not require you to share all your thoughts and feelings.
Instead, you should strategically consider what you want from this conversation. Since most employees have limited contact with upper management, a short discussion can leave a longlasting impression.
As a new hire, you should honestly convey your interest in the work and your pleasure at joining the company. Ask intelligent business questions, make helpful suggestions and listen carefully to everything your department head says. Then, if your dislikes are truly important, discuss them with your immediate manager.