Performance reviews seem to be a lightning rod for disappointment, dread, or even wrath on the part of employees who have to be “reviewed” and managers who feel they have to do the “reviewing.” It’s hard to find people who express satisfaction with their review processes, and it’s not an understatement to say that, by and large, almost everyone hates them—whether getting them or giving them ... and for very good reasons.
Somehow or other, we’ve managed to forget what performance reviews are for, and even in situations where someone does remember, the process is so poorly implemented that it ends up having no value to anyone. Worse, poorly conducted performance reviews create more problems than they solve and end up costing real time and money that should be used more productively.
It’s almost as if human resource departments, managers, supervisors, and employees conspire to make sure performance reviews end up as wasted effort. You couldn’t mess them up more if you tried.
Most people have had poor experiences with the review process because it hasn’t been implemented well. As a result, people (and this applies to managers and employees) have come to the conclusion that the performance review is a necessary evil, so they go through the motions, create a maddening paper chase, and grumble all the while. In effect, they’ve given up.
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