Five Reasons Evaluations Are Rarely Valued

I usually heard the email arrive before I read it.

It wasn’t the typical computer tone that signaled this new email’s arrival. Instead, it was a series of collective groans and comments emanating from nearby offices and cubicles that made it clear unwelcome news had arrived. The reactions I saw and heard ran the gamut – from frustration (“Already?”) to anger (“I don’t have time for this!”) to sarcasm (“Here we go again.”).

In a career spanning more than three decades working mostly in large corporations, I noticed that few emails caused more rancor than the notification proclaiming, “Evaluation Time!” Whether the company was large or small, for-profit or not-for-profit, global, or domestic, the dislike for performance evaluations and the related processes was universal.

Over the last year, I’ve spent considerable time trying to determine the root causes for the obvious failures of the performance evaluation process. My methods have included direct discussions and emails with current and former colleagues, CHROs, CEOs, and business professionals where I sought input on the success and failures of performance discussions. I also stress-tested my theories with the same audience. The input I received was exceptional and, not surprisingly, most agreed improvement was needed. In all, I received more than 40 reasons why evaluations are not seen as valuable to one’s career. I’ve aggregated those into five areas of concern:

Timing. While there may never be a perfect time for performance evaluations, the consensus was they come at the worst time of the year. Trying to close the year on a high note while simultaneously working to capture accomplishments of the past year and develop goals for the coming year is, to say the least, challenging.

Training. Surprisingly, there appears to be little to no training on giving or receiving evaluations. In my background discussions, the prevailing sentiment was that evaluations – giving and receiving – tended to be a “Learn as you go” process. I was lucky because I worked with several excellent HR professionals who were willing to talk me through some of the more challenging reviews and smooth out the rough spots before I had the discussions. Even when we were no longer working together, they continued to be a valued resource.

Technology. HR online systems have evolved significantly, but they still have a long way to go. Most people identified flaws such as clumsy interfaces, content limitations (“I wanted to say more but it stopped me at 150 words!”), and the view that the systems removed the human element from the evaluation process. Some are better than others, but none appear ideal. (If you’ve found one you really like, let us all know in the comments.)

Tabulations. The final rating for employees is HR’s version of the wild, wild west. Some companies use numerical ratings generated by different weights that are given to a variety of skills or capabilities. Some use a simpler but incredibly broad rating system (top, highly valued, least effective). Still others attempt a ratings system based on the company’s values. This area was the source of the most frustration and angst. As one former colleague said, “I was hoping my performance discussion would fill in the blanks for me – but it only made more blanks!”

Tracking. After a performance discussion, the goal is for the recipient and the evaluator to agree on a path forward that will help grow the individual and the business. Ideally, there should be regular interactions and check-ins that verify both parties are doing what they said they would do. That rarely happens. As a result, the next time the agreed-upon actions are discussed is in the next evaluation – a year later.

Considering the frustration people have with the evaluation process, it’s no surprise many view them as having little value. The good news: None of these challenges is insurmountable. Start with a culture where evaluations are viewed as essential career development milestones as opposed to “check the box” exercises. If you’re wondering how to begin creating that culture, watch this space. Or, if you’d like to explore this more thoroughly immediately, reach out!

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??Dennis Murphy?is the founder and principal owner of?Better in a Day Communications and Executive Training,?where he provides communications?support, executive coaching, and crisis communications guidance to clients in the Atlanta and Charlotte areas.?Most recently he was the Vice President and Chief Communications Officer for?CSM Bakery Solutions,?and he has led global communications organizations for two Fortune 100 companies.