Performance w/o Appraisal II
In order to improve, people need information–specific examples of behavior or results, along with the impact of the behavior or result.
Examples from months ago aren’t helpful. Either the person won’t remember the incident, or they’ll wonder why the manager waited so long to bring it up. A reasonable person might conclude that his manager doesn’t want him to be successful.
Bell curves, ratings, and rankings do not improve organizational performance. In fact, they can damage performance.
Most people believe their work is above average. It’s called the Enhancement Effect. Telling someone he is below average results in a defense response, so he won’t be really hearing the rest of the message.
People accept feedback when these four things are true:
- The source is reliable
- The receivers trusts the givers intentions
- The receiver has a chance to clarify (being permitted to put a written rebuttal in a personnel folder doesn’t meet the intention of this point)
- The process is fair–both how the feedback is developed and how it’s delivered