Sunday, 13 September 2009
Performance Appraisal: Problems in Implementation
In the first of a series of more detailed case studies in performance appraisal, we will look at the issue of ensuring that the design and implementation of the appraisal system is properly addressed.
For any performance management system to be effective, it's vital that some of the obvious questions have been answered: questions such as who is to be reviewed by whom, what exactly is being assessed, whether training for reviewing managers is required, what the timescales are for completion, and whether there is any requirement to consult with Trade Unions prior to the introduction of an appraisal system.
Generally the appraisal will be undertaken by the individual's immediate line manager, though in some smaller organisations there may be some involvement from the HR department. Many organisations are now moving to appraisals every six months, but with a final rating (which may or may not be linked to the annual salary review) being given at the end of year meeting.
In order for the appraisal system to be effective, it is also vital that the cultural factors of the organisation are taken into consideration, so the use of an off-the-shelf system may not be appropriate.
Many organisations have learned to their cost that failing to consult with employee representatives, or not giving the newly introduced scheme the full support of the senior management team are usually recipes for disaster.
The detailed case study below identifies how one organisation made a number of easily avoidable mistakes which would limit its ability to develop its appraisal system (Document open in another application)
Performance Appraisal Implementation Problems at Albion Drinks