Appraisal interviews in Best Practice
The topic of employee appraisals seems to move the minds, especially if in that Article best practice examples from well-known companies like Accenture, Adobe, Google or Microsoft.
At least, I realized two days ago, when I suddenly looked at the picture in Google Analytics: A real storm on the website took place, via 100 readers at the same time on an article. What happened?
Salt in open wounds
The contribution of Roswitha A. van der Markt was apparently shared in a relevant Xing group, because from there came the most readers. And there was salt in open wounds.
Because the discussion shows what great interest, but also what uncertainties the change of corporate culture and especially the unpleasant employee review leaves.
Employee talk as a sign of transparency?
For let us be honest: an open, innovative company culture is gladly preached and expected, it is considered hip and modern, if one has it. The employee interview, conducted under a four-eye view, is regarded as an instance of transparency and stands for a trusting relationship.
But in reality, the individual often leaves them insecure.
Staff discussion: Unbelievable on all sides
On the one hand, the personnel or employers who somehow have to conduct an employee appraisal, for many simply an unpleasant task. With praise in Germany, one finally struggles hard, but with too open criticism too. And you do not want to hurt anyone or even demotivate good workers.
On the other hand, the workers are already nodding because of the power gap, even if they think something else in their minds.
Most preferably abolish
I am pretty sure that many would prefer to abolish this unpleasant, but they somehow drag along with it. And that is precisely why this topic is gaining so much attention.
This is how our reader Bernhard Labusch writes: For this to work, the employees must be familiar. And Beate Remus notes: Fine, the much-unpopular annual meeting passes. As a management tool, it has obviously done a good job only for those executives who, in any case, maintain regular communication with employees and are in genuine contact with them. Bye also to performance measurement and control? In the age of corporate apps and Co., I consider that a theoretical approach. And with such a one, the annual talks were once praised even in the leadership everyday.
The principle of mutual feedback
Roswitha A. van der Markt effect in their comments pointed out that the direction of performance evaluation is now changing: Accenture and Microsoft, for example, have been introducing intensive mutual feedback between managers and employees for a long time in practice, not theoretically - and not, as usual, from the manager through the employee, but a partnership-based discussion in both directions ... The principle of “performance measurement ”Has thus changed in the direction of serving leadership. Yes it is measured, but differently, e.g. how values were implemented in the company ... And what does it look like in your company?
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