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Seven Stupid Things EMPLOYEES Do To Screw Up Performance Appraisal
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Written by Robert Bacal
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Learn how employees contribute to turning performance appraisals into an ineffective process, from this article written by performance management book author, Robert Bacal |
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Scrap Performance Appraisals? A Parable
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Written by Robert Bacal
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Before you give credence to scrapping performance appraisals read this parable. |
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Cost/Benefits of Performance Appraisal - Stop Confusing the Truth
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Written by Robert Bacal
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In a recent discussion on a human resources list, and on his web site, consultant Fred Nickols attempts to demonstrate that if companies scrap their performance appraisal systems they will receive a substantial financial/value benefit. Learn how this is a perfect example of "consultant speak". |
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Ten Stupid Things Managers Do To Screw Up Performance Apprasials
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Written by Administrator
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Another in a series of articles outlining the mistakes managers, employees and HR professionals make to contribute to the failure of performance appraisals, and performance management. |
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Seven Stupid Things Human Resource Departments Do To Screw Up Performance Appraisals
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Written by Robert Bacal
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A lot of the time we find that when managers are doing performance appraisals badly, they are getting a lot of "help"from their human resource (HR) or personnel department. Central HR departments can create a situation that virtually destroys any value from the performance appraisal process. Here's the list of dumb things HR folks do. |
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Why Ratings Based Appraisals Fail
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Written by Robert Bacal
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Rating systems are so popular that computer programs have been developed to undertake the evaluations. In addition, most 360 evaluation processes are based on ratings systems, with the ratings obtained by not just the supervisor, but peers, customers, etc.
The question is whether they "work". |
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Why Employee Ranking Systems Lead To Disaster
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Written by Robert Bacal
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Ranking employees, particularly for determining promotion, and pay, or even for providing developmental feedback simply makes no sense. It is not a neutral process, or just a costly process--it is a recipe for disaster. This month we look at why this is so. (Next month we will take on the use of rating systems). |
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Why Improving Performance Management Systems Is So Difficult, Part 1
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Written by Robert Bacal
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Most companies redesign their performance management systems. Sometimes they attempt total redesigns. Sometimes it's tweaking it, changing the forms and so on. Perhaps the strangest thing is the common result most companies receive. They end up with something that might look a bit different, but actually ends up functioning exactly like the old system. |
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Why Improving Performance Management Systems Is So Difficult - Part 2
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Written by Robert Bacal
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What amazes me about many performance management "refurbs" is that the employees are almost entirely ignored throughout the process, although sometimes there is token involvement. |
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What IS The Point Of Performance Appraisal
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Written by Robert Bacal
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Probably the most misused and abused and disused management tool in history is the performance appraisal. It's the strangest thing. Ask any manager or human resources person whether they think performance appraisal is an important thing to do, they are almost unanymous. "Of course it is", is the common response. If you ask why it's important, they will tell you and tell you and tell you. |
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Performance Management & Appraisal 
