Here's some interesting research insight into the perils of abandoning performance ratings.
The thinking tends to be that imposing performance ratings will be counterproductive, reinforce stereotypes, encourage the idea that managers only have to have performance conversations once a year and that the annual performance appraisal system is so time consuming. The obvious answer, abandon it. Hmmm, seems that may not be the answer. Too often, and perhaps not surprisingly, the result is that, instead of encouraging a continuing discussion about performance, no discussion takes place at all or, if it does, the employee does not understand what s/he is being told.
Sadly, the report concludes, most managers are not skilled enough to deliver clear, meaningful messages, without some structure.
Maybe an answer is to keep some structure but also give those managers some training in providing effective feedback - it is, arguably, the most important part of their job after all.
It was the companies who removed ratings and made the review process less formal that ran into trouble. When the process was stripped of all formality, managers just skipped it. Leaving employees in the dark about how they’re doing.
Related Articles
Starting a new job in lockdown...
Have you asked your employees what they want?
Lockdown must do #5: resolving problems well - We Can Work It Out (The Beatles)
%20(3).png)
Happy hour? A conversation about alcohol and work – culture, risk and belonging
From post-deal drinks to client events and team celebrations, alcohol is woven into workplace culture. Yet when something goes wrong, it’s rarely seen as ‘just a drink’.
With new duties on employers to prevent sexual harassment, and growing attention on workplace risk and inclusion, it’s time to take a more intentional look at how alcohol shapes workplace culture – and the risks it carries.
This short, focused webinar will explore:
• How alcohol contributes to conduct, harassment and reputational risk
• The assumptions we make about what’s normal, social or expected
• How alcohol intersects with inclusion, wellbeing and boundaries
• What to think about when conducting risk assessments and looking at policies
• Practical steps to build positive connection while protecting what matters
Speakers:
Helen Dallimore
Head of Training, Byrne Dean
An experienced facilitator, trainer and former employment lawyer, Helen works with organisations to strengthen leadership capability and embed respectful workplace behaviours. She brings particular expertise in creating inclusive cultures where people feel safe, respected and able to thrive.
Cicilia Wan
Principal Consultant, Byrne Dean
A former employment lawyer and experienced Head of Employee Relations in global financial services, Cicilia has seen first-hand how alcohol can affect conduct at work, with deep expertise in leadership, culture and people risk.
Steven McCann
Founder and Director, MCG Consulting
A leading voice in workplace addiction and recovery inclusion, Steven advises organisations on addiction awareness, recovery-informed culture and social mobility. He has spoken at the Bank of England and works regularly with law societies, the Legal Services Board and institutions across law, finance and corporate sectors.
Training Zone: Five 2025 training trends to address the knowing-doing gap
Matt Dean explores the knowledge gaps organisations are looking to close in 2025.
HR Magazine: Lab employee wins €10k after HR recorded him
Amanda Okill shares guidance on the role of HR in building trust and fostering a speak up culture.
