I got my annual performance evaluation today. Let me first say that I have a very high regard for both my supervisor and my Dean. The problem I am going to describe is with the evaluation system, not with my supervisor. The verbal feedback my supervisor gave me was all very fair, but the system used to produce the ratings is flawed. It is a system they did not design and have little control over.
I am rated in three categories: teaching, research, and service. In each category, I can receive a rating of outstanding, excellent, commendable, satisfactory, or unsatisfactory. There are no published benchmarks to describe in absolute terms what outstanding behavior looks like, and how that differs from excellent and commendable. The standards are subjective, relative, and there is variance both within and between rating periods.
In the service category, faculty are expected to perform the assignments given to them at the first of the year. I performed all my assigned committee duties in the college, then did extra service work in the community.
I was rated commendable.
Junior faculty (that’s me) are not expected to perform as much service as more senior faculty. We are simply given fewer service assignments until we make tenure. I agree with this philosophy, but it produces a negative effect on the performance evaluation that cannot be overcome. If you are dealt a commendable hand, how can you ever be expected to perform outstanding in this category? Exactly.
I give this example to highlight my point that the performance system, more than the individual’s behavior in the system, drives the distribution of evaluated outcomes. It’s even worse when the system is highly subjective and there is a forced distribution.
Performance evaluation is a charade.
You should follow me on twitter here.
Kind of makes you appreciate one of the perks of entrepreneurship.
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Bret L. Simmons Reply:
March 3rd, 2010 at 11:43 pm
well said, Debra! Thanks, Bret
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My first employer out of college used a system like “Superior, Exceeds, Meets, Below Average, Does Not Meet”. For five years, I consistently was rated “Superior” or “Exceeds”. Then there was a down-turn in the economy and they decided to cut 20% of their staff. They did that by jiggering the reviews until 20% of the staff fell below “Meets”. Those people got the axe.
For statistical reasons, they could not simply lump everybody into “Below Average” — they had to split them between that and the bottom category.
As an additional “Thank You for 5 years of stellar performance with us”, those with “Does Not Meet” were also flagged as “ineligible for rehire” due to existing policies.
I would have been happy to take a 50% pay cut, if that had been an option.
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Bret L. Simmons Reply:
March 4th, 2010 at 1:45 am
Welcome, David! Your story is all too common in an arbitrary evaluation system. The ineligible for rehire is especially crappy. Thanks for sharing! Bret
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That is a terrible ‘performance evaluation’ system. I would rather have no system at all than have one that bad.
The key problem is the apparent lack of a link between it and objective, transparent, measurance performance criteria.
You don’t have a ’system’ at all. You have a collection of artibrary labels given out subjectively in some conversations.
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Bret L. Simmons Reply:
March 4th, 2010 at 7:14 am
Believe it or not, Bruce, it is probably the best “system” of PA I’ve had in my 11 years in academics. The two previous ones were even worse. Here at least people sit down and talk to you – at my other jobs it was just an envelope slid under your door with a paper for you to sign saying that you agreed with the numbers. Thanks! Bret
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For what it is worth, here is my Performance Evaluation feedback for you.
I am very active in a range of social media. And there is a profusion of ‘business’ and ‘management’ sources on the web. I have seen most of them and engaged with many of them. Your blog/Twitter stream is the only individual ‘management/business’ one I have found worth actually subscribing to (I also subscribe to BNET, but that is a publishing house). I would classify that performance as ‘outstanding’. Speaking subjectively of course.
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Bret L. Simmons Reply:
March 4th, 2010 at 7:12 am
I appreciate the kind words, Bruce! One of the things I love about this platform is the opportunity to interact with people on topics that matter to me. You are always welcome here, Bruce! Bret
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Bret,
Clearly the performance appraisal system in many companies leaves something to be desired. Throw in managers and supervisors who rate all their employees “excellent,” or “exceeds,” and watch the stuff hit the fan when employers are forced to let these stellar people go during bad times; it just doesn’t make sense. You can have an excellent performance appraisal system but weak leadership fouling (ex: everyone is above avg, etc), up employee reviews, or a poor appraisal system forcing good leaders to do the best they can within the system. Include the “subjectivity” factor, as you state, and employees then have to deal with supervisors differing perspectives on what constitutes “excellent.”
One thing is certain, employees need to take control of their performance reviews. Doing so may not resolve all the ills associated with employee performance planning systemms, but it’s a start. Scot Herrick / Cube Rules provides some excellent advice on how to manage your performance review. Here is my own plug on Why Performance Reviews Matter.
Thanks for getting us all riled up Bret!
Best Rgs,
Steve
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Bret L. Simmons Reply:
March 4th, 2010 at 9:19 am
Strongly concur, Steve, that employees need to take control of their review process. Thanks for sharing the links! Bret
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Bret,
How timely your post is! I too received my “official” performance evaluation today–after having my pre-performance meeting a couple of weeks ago. So I had the pleasure of getting told that I am not getting enough done, even though I am already working about 50 hours a week, twice.
I feel so motivated! How can I work more hours!?
Thanks for the opportunity to vent and share in your frustrations that performance evaluations stink and aren’t really reflective of what you do, what you are capable of and the value of the things you have accomplished over the year. And, to answer your next question…I am working on it!
Thanks for the great post!
Sharon
http://www.sharonmarkovsky.com
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Bret L. Simmons Reply:
March 4th, 2010 at 7:13 pm
How did you know what I was going to ask?
Just think how much more you will be able to get done when you are working for someone that cares about you and gives you the resources you need to excel at what you do. Give yourself permission… Thanks for sharing! Bret
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Hi Bret
I really enjoyed your presentation today at the Chamber.
Performance appraisals are little more than a way for companies to document stuff that helps them conform to labor laws and avoid discrimination suits. My opinion of most labor laws is that, while they’re intended to protect employees, they probably do more harm than good overall.
In particular, there’s no “clean” or “nice” way to deal with reductions in headcounts other than through natural attrition.
Everything else produces tension, disagreement, and often even hostility. It’s completely unnecessary! But other methods aren’t really an option most of the time.
-David
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Bret L. Simmons Reply:
March 4th, 2010 at 8:56 pm
Welcome, David! Glad to meet you at the Chamber. Thanks for sharing your thoughts! Bret
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Bret,
I recorded my last performance review. Let me know how I could have done better.
http://www.youtube.com/watch?v=AdH-QZahS0w
Thanks.
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Bret L. Simmons Reply:
March 4th, 2010 at 9:29 pm
very funny, Jason. That movie cracks me up. Thanks! Bret
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My wife experiences a similar dilemma in medical residency. All residents are judged to the same standard, which is to say, first year resident’s skills are compared to fourth year resident’s skills. It becomes impossible for a first year resident to receive a top rating.
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Bret L. Simmons Reply:
March 5th, 2010 at 2:48 pm
You would think some smart person would figure that out, but it’s either not worth their effort or just the way they want it anyway. Thanks! Bret
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