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Unformatted text preview: n cascaded down through line managers Managers see and value appraisal processes differently. Employees across the organization will have very different appraisal experiences depending on their manager’s inclination and interest. Failure 6 Failure 6 Appraisal Theory in Practice It is extremely difficult to successfully realize the theory (intent) of appraisals in practice. Most often the plan fails once implemented. Organizations lose control of their appraisal system the minute they are put into practice: Good intentions cannot survive the opposing forces of corporate reality and the subjective human hand guiding the process. Failure 7 Failure 7 Reluctance to Coach Performance Appraisals tend to be a retrospective analysis whereby a manager identifies improvement areas and sets these to be achieved by the employee for the next review. By not showing, guiding and supporting performance improvement we make it harder to achieve. Leaving people to their own devices is a hit and miss approach at best. Failure 8 Failure 8 Failure to Appraise Informally Appraisals are six or twelve month affairs with little in between. Ongoing, informal appraisals are rare and left to the discretion of individual managers. Most people need to know how they can improve regularly. Hitting people with a barrage of ‘no...
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