How Am I Doing? The Case for Job Performance Reviews Part 5 of a 5-part series

The history of job performance reviews is not a good one, from those who delivered them and from those who were on the receiving end of one. Those who delivered them were often disappointed, even shocked at times by the employee’s response. Those receiving them were, at times, surprised, shocked and disappointed.

Quite often these reactions can be laid at the feet of:

o Bringing up old issues that have already been discussed
o No list of items to be discussed were given to the employee ahead of time
o Employee was not allowed to prepare
o An atmosphere of trust, and empathy did not exist
o Poor leadership skills existed
o Boss had not been supportive of employee
o Forthrightness had not been developed between the two
o Fear existed

So why conduct them? To be forthright I would not conduct them if trust between boss and subordinate
does not exist.

Some employees have a work ethic that know what their job is, and who don’t need or want to take the time (they also may have a limited education and may be embarrassed about the requirements of completing a job performance review). In Indianapolis there was an employee who fit this description, and after talking with him and his boss it was decided that the employee did not need to go through the process. He was too valuable in many ways to force him to participate.

Author: maxbinkley

Creator of Leadership to the Max My experience in the military helped set the career path for me in human resources. After the military I worked for The Dow Chemical Company and left there in 1993 to venture out on my own. I purchased a small business, then a franchise then started another business in semi-retirement.

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