• +91-9754677445
  • 457 Mott Street,NY 10013
  • 24 X 7

Why the Annual performance review is dead

According to industry analysts, organizations that continue to employ the “rank and yank” method to evaluate employees are susceptible to losing to those that implement a contemporary appraisal methodology.

McKinsey has found that organizations that establish performance review systems that resonate with their employees are nearly three times more likely to surpass their peer group.

There is a disparity between those who have adapted to the changing times and those who continue to operate in the Dark Ages of annual performance evaluations.

The contrast between the old and the new

The “rank and yank” method, which was obsolete, employed a competitive evaluation model in which employees were scored and ranked once or twice a year. Frequently, those at the bottom of the list were terminated.

Nevertheless, the contemporary method redirects the manager’s focus to mentoring and development, thereby facilitating the growth of all team members.

Josh Bersin, principal and proprietor of Bersin by Deloitte, stated that approximately 75% of organizations were operating under the former model a decade ago. “As of today, 75% are classified as the latter.”

He stated that the employee was perceived by management as a replaceable “little production machine” in the old “industrial” method. Conversely, administrators in the contemporary knowledge economy are responsible for supporting employees, who are valued for their intellectual contributions.

Ongoing dialogues

Continuous performance management has emerged as a result of this fundamental transformation. The method involves consistent, focused discussions between managers and employees, which ensure that the individual objectives of the employee are in alignment with the overarching business objectives. What is the reason for the process’s radicality?

Feedback is not exclusively generated by those in positions of authority. The review system is not exclusively controlled by managers; colleagues and customers are also permitted to evaluate an individual’s performance.
In contrast to the traditional employee evaluation, which presents a year’s (or half a year’s) worth of performance data in a single sitting, performance data is collected frequently and shared in a digestible format during check-ins.
Employees have the ability to determine their career paths (management versus specialist positions) and how they wish to develop. Managers subsequently assist in the establishment of a growth trajectory.