According to the results of a recent study conducted by Workscape Inc. and the Human Capital Institute (HCI)of 690 HCI members, only 11% of the organizations surveyed subscribe to the practice of providing ongoing performance feedback. 68% of them report that performance management in their organizations equates to a function that occurs only once or twice a year.
With the uncertainty and the speed of change in today's business environment, demanding that organizations be agile and responsive to shifting opportunities and threats, it is hard to imagine many practices more critical than the delivery of regular performance information and feedback. And yet, apparently, we stink at it.
Clearly the past year has been no performance cake walk at most employers, a time when even holding ground has been a tremendous, even unsurmountable, challenge. It could be that many managers resist having regular performance conversations when there is seemingly little good news to share. Perhaps they even convince themselves that they are protecting employees. But evidence suggests that employees want -- even crave -- more feedback from their bosses, even if it is negative. A recent LeadershipIQ study of 3,611 U.S. and Canadian workers found that 67% say that they get too little positive feedback and 51% say that they get too little constructive criticism from their bosses.
Employees are speaking clearly about their needs; more -- not less -- coaching and feedback during turbulent times. Our task is supporting and holding managers accountable for delivering it.
Ann Bares is the Editor of Compensation Café, Author of Compensation Force and Managing Partner of Altura Consulting Group LLC, where she provides compensation consulting services to a wide range of client organizations. She earned her M.B.A. at Northwestern University’s Kellogg School and enjoys reading in her spare time. Follow her on Twitter at @annbares.