An improved assessment system can somewhat alleviate those concerns by ensuring that a single person’s biases don’t shadow another’s career. On Luvhani’s team, employees and managers are reviewed by a diverse group of three to five colleagues. The group also is testing an application that will allow employees to leave comments anonymously about superiors. trying to encourage those open communication lines,” she continued, remove the “We’re “and fear.” Culbert suggested that employees will put more faith in supervisors who acknowledge the limitations of their judgements. aren’t objective. Self-interests are intertwined in everything a person does. And trusting “People relationships are built on the basis that we’re in it together. You have to make it real,” he said. speak. The boss talks about what I believe, he believes, she believes about their “Use ‘I’ — needs, not the employee’s deficiency.” A well-designed appraisal also can help to balance the power dynamic between supervisors and team managers. could have a tyrant, and you don’t realise it because they manage up really well,” “You Fitzpatrick said. has to be some mechanism to get feedback from their employees.” “There And that balanced relationship can make a review far more effective, no matter how often it’s happening, according to Deborah Myers, CPA, CGMA, a manager of financial product performance for Warner Bros. supposed to be a two-way conversation. The boss can learn things from me,” Myers said. “It’s annual process if there’s someone who’s administering it who’s keyed in to their “The — employees and their growth it can work.” — Create new avenues for advice With career paths increasingly unpredictable, the can’t simply measure progress toward “review” the next promotion. Instead, it’s a chance to plot the path ahead. in the early stages of this career find this process very dynamic. They can identify where “People they want to go and where their gaps are,” said Richard Adam, financial controller for Omega PLC, a UK-based kitchen products manufacturer. The manager and the performance review, in the traditional view, are the principal guides for an employee looking to ascend the ranks. The manager tells employees what to do, and the review
An improved assessment system can somewhat alleviate those concerns by ensuring that a single person’s biases don’t shadow another’s career. On Luvhani’s team, employees and managers are reviewed by a diverse group of three to five colleagues. The group also is testing an application that will allow employees to leave comments anonymously about superiors. “We’re trying to encourage those open communication lines,” she continued, “and remove the fear.” Culbert suggested that employees will put more faith in supervisors who acknowledge the limitations of their judgements. “People aren’t objective. Self-interests are intertwined in everything a person does. And trusting relationships are built on the basis that we’re in it together. You have to make it real,” he said. “Use ‘I’ speak. The boss talks about what I believe, he believes, she believes — about their needs, not the employee’s deficiency.” A well-designed appraisal also can help to balance the power dynamic between supervisors and team managers. “You could have a tyrant, and you don’t realise it because they manage up really well,” Fitzpatrick said. “There has to be some mechanism to get feedback from their employees.” And that balanced relationship can make a review far more effective, no matter how often it’s happening, according to Deborah Myers, CPA, CGMA, a manager of financial product performance for Warner Bros. “It’s supposed to be a two-way conversation. The boss can learn things from me,” Myers said. “The annual process — if there’s someone who’s administering it who’s keyed in to their employees and their growth — it can work.” Create new avenues for advice With career paths increasingly unpredictable, the “review” can’t simply measure progress toward the next promotion. Instead, it’s a chance to plot the path ahead. “People in the early stages of this career find this process very dynamic. They can identify where they want to go and where their gaps are,” said Richard Adam, financial controller for Omega PLC, a UK-based kitchen products manufacturer. The manager and the performance review, in the traditional view, are the principal guides for an employee looking to ascend the ranks. The manager tells employees what to do, and the review