#BTColumn – Dear HR . . . Are performance appraisals good or bad?

Disclaimer: The views and opinions expressed by the author(s) do not represent the official position of Barbados TODAY.

Dear HR,

My workplace is now introducing a performance appraisal system. My friend told me that appraisals are outdated and that we should not allow them to be introduced. Are appraisals good or bad?

It is an interesting question that you have posed and, as with many other matters, there are opposing views regarding performance appraisals.

Without a doubt this system’s introduction will represent a change in the workplace and very few of us may readily embrace changes, even though we know that doing new things or doing things differently are constant features in our lives.

I am sure if you speak with some of your colleagues you can come up with many reasons why the performance appraisal should not be introduced.

Among these may be that, as far as you are concerned, your supervisors may not be objective in their assessment of your performance or that you would prefer more regular and informal feedback or that there is no need to spend the time meeting and documenting because it is time consuming and there are so
many other things to be done.

At the same time, there may be a similar number of reasons why the decision has been taken to introduce these measures in your organisation at this time.

Key among the reasons might be a need to ensure you are equipped with the skills and the knowledge necessary to contribute consistently to the company’s operations in keeping with established standards.

In other words, the introduction of the appraisal allows the employer to better manage the company’s work processes and to ensure that employees’ contributions are consistent with the company’s expectations.

If you happened to have searched the internet for information on this issue, you would have found many articles supporting what your friend has told you.

In fact, you will see it being said that instead of formal appraisal meetings at fixed times, on-going communication with employees is best.

As HR practitioners, we readily agree with and fully support on-going communication between employees
and their employers.

It really is counter-productive to observe an employee doing something incorrectly, demonstrating actions and behaviours which are unacceptable and choosing to wait for the performance review session two, three
or many months later in order to raise the issues or bring these matters to the employee’s attention.

To determine whether appraisals are good or bad, you will have to examine what challenge or problem the workplace is trying to solve or what improvements are being sought by evaluating performance.

The performance appraisal ultimately seeks to identify what the workplace can implement to assist the employee to excel so that the business’ strategic goals can be met.

Its purpose is ultimately to ensure that the employee and employer are on the same page regarding what is to be done, how it is to be done and when it is to be done.

This assists the organistion in its achievement of its goals and optimum output, whether of goods or services.

The performance appraisal process can also facilitate standardisation of processes and procedures, clarify the employees’ roles and responsibilities and enable communication which might not take place otherwise.

The formal assessment at fixed times mitigates those instances in which some employees either receive no guidance, no feedback, or no opportunity to formally engage with their supervisor or manager.

When held at set times during the year, the appraisal mandates feedback and conversation and identifies training needs, assistance to the employee in the form of coaching or mentoring and any other additional support which may be needed.

The success of the appraisal exercise, however, depends on the active and deliberate participation of both employees and their supervisors or managers.

Most times, employees tend to approach performance reviews with anxiety and dread. Instead, however, they can make the process meaningful by purposefully participating in the process by:realistically evaluating their own performance; presenting their own evidence in support of self-scores; participating meaningfully in the
appraisal conversations.

Supervisors and managers also approach performance reviews with dread. Instead, however, they can make the process more comfortable (for employees and for themselves) by recognising their employees’ successes during the period under review, being open to employee suggestions and explanations, taking into account any constraints which may have affected their employees’ performance (over which they had no control) and respecting the period being assessed (that is not including actions which took place outside the assessment period).

The manner in which the assessment meeting is conducted can influence how the employees and their supervisors or managers feel about the exercise. Negative experiences can tarnish the good which can be derived from the exercise.

It is the responsibility of the supervisor and manager to ensure that the employee is not surprised at appraisal time.

Positive performance and areas for improvement should be subjects of on-going discussions.

As an employee, you should also be open to and comfortable with initiating discussions about your performance if the need arises.

Ultimately, the performance appraisal is the opportunity for open communication between you and your employer. By participating fully in the process, you can grow in your current role and prepare yourself for your next role.

About Lifeline Labour Solutions: Lifeline Labour Solutions is a boutique partnership providing people management solutions to workplace challenges. Partners Carol-Ann Jordan and Jacqueline Belgrave are established practitioners with a wealth of knowledge and experience in Employment Relations, Labour Relations and Human Resource Management between them. Email: info@lifelinelabour.com; Tel: 1(246)247-5213