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10/16/2009

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Hi Ann,

It's interesting that so many employees want more feedback in an era of severely limited merit increases, since most people link the two events together. Makes me think that employees truly want to know the things they're doing well, and not so well, so that they can win their manager's approval.

I'm a believer in frequent performance feedback sessions. I think they can provide linkage to the department's and organization's goals. After all, if you don't know what's expected of your, how can you succeed?

Interesting post on unexpected statistics from this study!

Becky

What a concept - talk to your people. What are we teaching our managers today?

Great post, Ann. As you point out, the appraisal process is limited by several factors, not least of which are:

1) Because of their infrequency, appraisals are usually a source of anxiety for both the appraiser and the employee.
2) Standard appraisals primarily offer the viewpoint of one person with no real benchmark beyond the immediate team.
3) Appraisals give an imprecise picture of division performance.

Strategic employee recognition solutions dramatically enhance the appraisal process, overcoming these challenges and the needs you cite – the need for feedback and recognition of effort. Strategic recognition encourages peers and managers to frequently and, critically, in a timely way acknowledge efforts and achievements that demonstrate the company values in contribution to company objectives.

These “recognition assessments” and kudos can then be used during the annual performance review as an additional data point on the strengths (John has been recognized repeatedly for innovation) and even weaknesses (but John has been recognized only once for teamwork) as potential areas of improvement. This presents a much more rounded view of an employee’s contributions of which managers may not even be aware. Moreover, since such a strategic recognition program is deployed company-wide, data can be gathered and used to benchmark an individual’s performance and demonstration of values in their work against direct peers, team members, the division and even the company as a whole.

Do people really crave negative feedback? :-) Although I expect most people prefer to get negative feedback sooner rather than later if there are consequences. Also, in times of low to non-existing pay increases, positive feedback is a form of compensation. Boo to managers who don't bother.

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