Posted on December 12, 2016

There is nothing quite like performance reviews to drive many an adult to drink.  For good reason, as the traditional process is flawed in ways not for the feint of heart.  Nor for the talented, enthusiastic, engaged employee, which the process was seemingly designed to discourage.

Let’s start at the top. ‘Outstanding’ defines the highest rating on most performance appraisal processes.  Unfortunately, for many employees it’s amorphous, ambiguous, used inconsistently and, as a result, elusive. And then the problems really begin.  Here’s the first, as described by one focus group participant.

“I love my job and this company.  I do everything I’m asked to do – and more.  My supervisor tells me continually that my work products are ‘outstanding’ and that I am an outstanding member of the team.  In addition to my job, I serve as a mentor; help recruit, interview and select new team members; serve on a number of committees here; and volunteer in the community for our company.  For these activities and contributions I am told repeatedly that I am an outstanding employee and a role model for others.  I’ve done everything I can to help our team and our company.

“And then it’s time for my formal performance review.  My rating?  ‘Meets expectations.’  I ask why.  The response: ‘Because I expect an outstanding level of performance from all members of my team.’  That’s when I lose it. ‘What’s the point of having a rating called ‘Outstanding’ when outstanding employees can’t earn it?’ I ask.  The reply: ‘It’s just the way it works.  Talk to HR.  They designed the form.’  My internal reaction, one I was smart enough not to say out loud: ‘Well, you can kiss this Meets Expectations employee good-bye.  I’m going somewhere where my commitment and talent will be appreciated.’”

That’s one story we hear all too often.  Here’s another, again described by a focus group participant.

“We’re told every year that it’s important for us to do our jobs at an ‘outstanding’ level.  We’re never told what doing our jobs at an ‘outstanding level’ looks like, though we can guess.  But then we have our annual performance review and find out that what we thought was ‘outstanding’ isn’t outstanding at all.  Let me ask you, how does one ‘walk on water’? Because, and you’re not going to believe this, that’s what we were told is ‘outstanding.’  I’ve got to be able to walk on water.  Are they kidding?  Turns out they’re not.  Man, I think they’re trying to crush my soul.  I might as well take more sick days next year.  No reason to put out as much as I do for this place.”

These are not isolated examples.  Unfortunately, they are characteristic of what many employees across many industries experience annually.  The disconnect between what they consider to be ‘outstanding’ and what those above them define as ‘outstanding.’  Employees in both examples are being taught, whether intentionally or otherwise, that achieving a rating of ‘outstanding’ is nearly impossible.  If true, what’s the point of working toward it?  There’s nothing quite as discouraging or demotivating as creating a high end of a scale that most can’t attain.  Unless, of course, you’re able to walk on water.  Sadly, but not surprisingly, that leads to a number of rather negative outcomes: frustration, even anger, which may convert to a reduction in effort, a belief of not being appreciated or valued, and, in some cases, resignation.   And remember: we’re talking about top contributors, those people most organizations can least afford to lose.

There must be a better way. We think there is. More next week, as our minute (or two) is up.