Notwithstanding the substantial research evidence warning of the dangers

Notwithstanding the substantial research evidence

This preview shows page 56 - 58 out of 80 pages.

Notwithstanding the substantial research evidence warning of the dangers associated with peer evaluations and their low validity, basic concern about this process can be summed up with these questions. Do you really want to have a company with a culture that promotes the use of secret reports to assess and judge its employees? How can your organization pretend to be open, honest and forthright when it uses secrecy and anonymity to measure the value of employees? Is this the way you want your business to run? Supervisors are also frustrated not knowing the actual source of employee concerns so that they can attend to the problem effectively. When we set up a system which assumes it must protect against deceit and retribution, it can become self fulfilling. And as with suggestion boxes, the anonymous survey unfortunately symbolizes that not only do employees take a risk if they raise problems or concerns directly with the supervisor; but also that it's not the supervisor's job to solicit such information. Essentially, any employee feedback process which requires secrecy risks damaging healthy working relationships, especially between employees and their supervisors. Four - You Don't Need 360 to Include Feedback If you really want your employees to get performance feedback from the circle of people they work with, including their customers, peers and subordinates, try
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360 DEGREE PERFORMANCE APPRAISL T.Y.B.M.S Page 57 the following simple process: n make "soliciting performance feedback from significant others" a part of all employee jobs and therefore a performance requirement; N determines what sort of feedback is required, and if possible develop tools to capture this information; n teach employees how to use the tools (or questions) to get feedback from their subordinates, customers, peers, etc.; n teach employees how to give performance feedback to their supervisors, peers or suppliers, etc. n teach employees how to make use of the feedback they receive, and, for example how to follow-up on their subordinates and customer concerns; n require employees to regularly review (perhaps monthly) the results of getting feedback from others, with their own supervisor, so that the process becomes a priority and so that employees are held accountable for doing so. One final caution. Paying for performance results is a good idea, but think twice before rewarding goal achievement with salary increases: (1) It's amazingly expensive. The salary differential is awarded not just once, but every year afterward, as long as the person is employed. In addition, if salary level is linked to retirement pay, the extra compensation will be expended for an undetermined number of years during retirement. (2) The incentive doesn't have immediate impact; the full amount of the reward is distributed through dozens upon dozens of future paychecks. (3) The incentive is only temporarily effective. The motivation of a promised salary disappears immediately after it is awarded.
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