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Performance appraisal: Difference between revisions
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Scoring is numeric against standardised criteria: i.e., multi-choice. Since marks out of five fail to provide a script for the awkward half hour “[[performance conversation]]” one is obliged to conduct months after the process completes, appraisers are required to compose prose evaluations as well. Even the most public-spirited employee will find this trying. | Scoring is numeric against standardised criteria: i.e., multi-choice. Since marks out of five fail to provide a script for the awkward half hour “[[performance conversation]]” one is obliged to conduct months after the process completes, appraisers are required to compose prose evaluations as well. Even the most public-spirited employee will find this trying. | ||
Reducing matters to [[force-ranking|statistical analysis which can be fitted to a normal distribution]] is, of course, the sort of thing that aspiring [[management consultant]]s adore, dispensing as it does with any need to understand the [[Substance and form|fundamentals]] of the business. Everyone else thinks it is lunacy. If an employee’s contribution really can be reduced to a percentage, the open question is ''why have the employee at all?'' | Reducing matters to [[force-ranking|statistical analysis which can be fitted to a normal distribution]] is, of course, the sort of thing that aspiring [[management consultant]]s adore, dispensing as it does with any need to understand the [[Substance and form|fundamentals]] of the business. Everyone else thinks it is lunacy. If an employee’s contribution really can be reduced to a percentage, the open question is ''why have the employee at all?'' | ||
And that, a [[management consultant]] might say, is exactly the point. | And that, a [[management consultant]] might say, is exactly the point. | ||