In the article I explain that the reason performance appraisal programs fail is typically not because of shoddy forms, bad data and clumsy discussions. They’re not the problem. The real problem is that most people involved with the performance management process believe a set of myths that actually prevent their performance management procedures from operating successfully — no matter how well the managers have been trained and how expertly the forms have been designed.

For example, people frequently believe that they need to have quantifiable data in order for appraisals to be objective. They believe that if appraisals contain only managers’ judgments and opinions, the company is at risk for a discrimination lawsuit. They believe that it’s a good idea to use 360-degree feedback data or to have employees do self-appraisals as part of the performance review. They believe it’s important to get the employee’s agreement with the supervisor’s assessment. These beliefs are common – but they’re wrong. In the article I explain why.

Successful organizations are replacing these myths with practices that drive the truth into their performance management systems.

I hope you enjoy the article — you’ll find a copy here.

About the Author

Dick Grote has been a management consultant for almost thirty years, specializing exclusively in the field of employee performance appraisal and management. As a consultant, he has created employee performance management systems for several hundred of the world’s best known and most respected companies. His company, Grote Consulting, specializes in employee performance appraisal, employee performance improvement and talent management.