Читать книгу Talent Liberation - Deborah Hartung - Страница 2

For me, it's not really the ridiculous amounts of time and money that go into the annual performance appraisal, that are a source of discontent. Don't get me wrong - it's absolutely ludicrous that we are living in the 21st Century and we have all of this technology at our fingertips, but companies are still electing to keep giant spreadsheets and spend days and days in long meetings to discuss individual performance for employees that most of the people in the meetings haven't ever even worked with that closely. And don't get me started on the stack ranking - my disdain for these methodologies is pretty much boundless at this point in time. Globally, most business and HR leaders are stuck in this never-ending loop of job descriptions and key performance areas (KPAs) and objectives and key results (OKRs) and everyone is trying desperately to find some kind of objective means of measuring and deciding what is acceptable work performance and what isn't. Add the stress of linking career advancement opportunities and earnings potential to those scores and the demands of shareholders and P&L statements and I think it's pretty easy to see how this can all go horribly wrong. And of course, it has.