A couple of weeks ago I was sitting in on the Harvard Business Review’s (HBR) webcast titled “How do you evaluate and develop employees without performance reviews?” The webcast was a follow-up on a case study by HBR that was created after Deloitte’s-a multinational professional services network- decision to move away from the traditional performance review. This concept directly aligns with TMG’s continuing effort to evaluate how it can best review its employees, while promoting and assisting with their own professional growth and development.
Over the last few years there has been an increasing number of articles on how companies are ditching performance reviews and going another route. The whole performance review process is being perceived as a largely outdated and ineffective process that’s not only hard to manage, but that often leaves us with data that’s never put to good use. We have all been there—end of the year, in a hurry, and asked to complete a performance review. Is that review fair? Are you able to remember back to February to get a good assessment of how someone’s performance was for the whole year or are you only focusing on the last 2 months?