What are the disadvantages to forgoing performance evaluations?
—Fence Sitter, talent evaluation, services, Masaka, Uganda
Is there any logical grouping or hierarchical order to the factors that impact talent management? For example, gaps include: A) imprecise career paths, B) engagement, C) skills development, D) subjective performance assessments, etc. Are there rules about which is foundational and which is built on the foundation?
—More than Theory, training and development leader, telecommunications, Quebec
We want to create actionable performance reviews beyond the once-a-year activity. Our aim is to gather insight on how people interact as individual contributors within teams. Our big challenge is we have a large geographically distributed workforce of technically skilled contributors that frequently need to collaborate on projects. How can we begin gathering meaningful performance data on individuals and how they contribute to a team?
—Useful Metrics Please, Software/Services, Bethesda, Maryland
Like many companies, we have an annual performance review of employees. At the beginning of the financial year, KPAs, goals, targets are mutually agreed. There is quarterly review of performance followed by annual review. Employees are rated on predefined performance criteria on a scale of 1 to 5. Subsequent to rating, we wanted our line management to rank employees against each other in order to have ranking order. Line management is not inclined to ranking, for obvious reasons. Is there any way to know if ranking is the right approach for our performance management?
— Really Clueless, assistant GM, manufacturing, Hyderabad, India
It’s okay to fire someone, as long as you’re not motivated by an illegal reason. Don’t feel bad for the poor employee who has’t worked out.