Killing the Performance Review

Author Sam Culbert is on a mission, to end what he calls the "dishonest and fraudulent" practice of delivering performance reviews.

I read his book with some interest, because I share his opinion that traditional performance review practices don't motivate, don't change performance, and ultimately are not very helpful.

What I don't agree with is Culbert's tendency to paint almost anyone who delivers performance reviews as being dishonest and cruel. It's as if anyone who has ever been involved in a performance review process has some secret axe to grind, usually directly on the skulls of the people they manage.  I suppose hyperbole sells books and creates debate, but it certainly rubs me the wrong way.

Here is a snippet from the text in which Culbert makes some sweeping indictments of HR professionals:

"Their thirst for power - and their own insecurity about how little power they deserve - has lead HR to be the disciplinarian in taking a hard line on performance ratings." (Get Rid of the Performance Review)

OK, setting aside the inflammatory language and insults, I think he makes some good points.  Performance reviews do have some serious issues.  They tend to inspire fear rather than improvement in most cases.

Culbert spoke briefly (and with less vitriol) on NPR the other day if you'd like to listen here.

I'm glad that there is a discussion afoot about the performance review because it's time for a change.  My clients are increasingly frustrated with the performance review's lackluster results and shifting to a continuous coaching process.  In most cases, because organizations are not willing to abandon reviews, they do the coaching in addition to the reviews, which become more administrative functions.

HR people too are sparking the debate, at least here in Seattle.  One HR Manager who made the shift from reviews to continuous feedback cautioned the group that the change involves MORE commitment and MORE communication from HR, not less, but that the results are worth it.

Do you see the value in performance reviews?  Or are you thinking about kicking them to the curb, one more antiquated management tool well beyond it's time?

Cheri Baker is an Organizational Development and Training Consultant in Seattle, WA

Comments

[Richard Sherman]

Good post, Cheri! This topic has, sadly, been around for most of my decade-plus doing HR work. And the key, as always, is cultural change and leadership committment to the work of continual feedback. Because it involves more effort, HR must team up with finance to create tangible, financial results to effect top level buy-in. And that, is where the revolution needs to begin.

I appreciate you calling out the writer on his vitriol. It's cliche and pointless to villify any profession as the "reason" for something. We are not our profession - we are people; good, indifferent, or snarky - it's the human being who drives the change, not "HR".

Thanks!