At the beginning of the fiscal year, executive managers pass down the organization’s goals for the year. Middle managers then create their departmental goals, and frontline managers work with employees to determine pseudo-aligned personal goals.
The goal of this process is to promote ongoing, focused coaching discussions between managers and employees, culminating with formal year-end evaluations. Unfortunately, the day-to-day reality of the workplace usually derails this plan, resulting in the last minute completion of evaluation documentation and meetings before the cycle can begin again.
This problem is why so many people dislike performance management. Employees don’t enjoy being surprised by year-end feedback. Managers don’t enjoy rushing to finish reviews. Human resources (HR) professionals expend a great deal of time and energy administering an unpopular process. Even the term “performance management” lacks context and humanity.
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