Are Performance Appraisals Pre Historic?

The annual performance appraisal has been institutionalised in most organisations and it is, to many, a familiar foe. It is a time set aside for line managers to talk to their staff about achievements, based on goals often set over a year ago, and to set new objectives for the coming year. Thankfully, there is usually also at least a passing nod given to individual development planning.

The performance appraisal is used in organisations as a way to manage performance, to distribute reward, and to identify future talent. When done badly, the process is perceived in negative terms by individuals concerned about being ‘judged’ and by line managers who consider it as ‘yet another’ administrative task.

The more enlightened leader recognises the value of the process for engaging with staff, setting expectations and for continuous improvement as well as a means to measure and recognise results. It’s also worthy to note that performance appraisal has sophisticated over time and a well thought through process can be implemented with ease and integrated effectively with other HR strategies.

But, is the process really adding any value in today’s organisation?