,"Do Away with Annual Reviews",

Dear Reader,
Following my last post on,"Appraisal",i got a mail on,"Do Away with Annual Reviews",which has been reproduced here below.

To have it reflected here, i have taken the permission of the person who originally sent the mail, which is clearly seen in the transcripts copied here.

As my grey cells are collating further thoughts on the same to be posted here, enjoy the read and drop me your thoughts.
Best,
Prasad.

On Sun, Jun 17, 2012 at 6:45 PM, Harvinderjit Kaur wrote:
Sure. Please go ahead.
Have a good and blessed weekend ahead.
Kind regards,
Harvinder
--- On Sun, 6/17/12, prasad agali wrote:
From: prasad agali
Subject: Re: PLS READ -Re: [Trainers Forum] Q&A: Do Away with Annual Reviews
To: "Harvinderjit Kaur"
Date: Sunday, June 17, 2012, 7:50 PM
Greetings of the day Harvinder,
Just to know if i can reproduce your mail in it's enitrety on my blog.[link is below].
wishing you a nice weekend
Thanks,
best,
Prasad.


From: prasad agali
Subject: PLS READ -Re: [Trainers Forum] Q&A: Do Away with Annual Reviews
To: "Harvinderjit Kaur"
Date: Saturday, June 16, 2012, 10:51 PM
Greetings of the day Harvinder,
Congrats and Bravo,
With your latest article as shared below, you have once again hit the nail on the right head .
This very thought was in my brain for a long time.
Guess this inpsires me to take the ideas out of my [box] - brain and spill them out.
It's a matter of perspective after all and till the world understands , accepts and applies, let them be the ones asleep, while the few march on.
Thanks,
Best
Prasad.

On Sat, Jun 16, 2012 at 8:13 PM, Harvinderjit Kaur wrote:

Should We Dispatch With Annual Performance Reviews?
[Workforce Management | May 17, 2012]

Q: What are the alternatives if we scrap the annual performance review?

- Torn in HR, warehouse/distribution, Virginia Beach, Virginia

A: The issue is not your performance-review system. It's probably a deficiency in coaching skills among your managers.

Keep the annual review, but add the following elements:

a) Launch a recurring training program to help managers develop coaching skills. If you don't do this, none of your other efforts really matter.

b) Work with your senior leaders to implement a system whereby managers are held accountable for ''one-on-one check-ins'' with all the employees they directly supervise. These sessions should occur at least once a month. Implementing this requirement forces your managers to practice and hone their own coaching skills.

c) Be prepared to serve as a coach to the coaches. They are going to need your help.

Coaching is the replacement for the annual performance review. In fact, the lack of coaching skill is the No. 1 reason for performance reviews. The one-on-one sessions should truly be of a check-in nature - no rating scales or other formal assessment measures. The manager schedules time for employees to discuss their own list of items.

Your managers are there to knock down barriers for employees as much as possible. Once each employee is done with his list, the manager uses the coaching skills to talk about which things are going well and refocus the employee's attention on potential areas for improvement.
[Source: Kris Dunn, HR Capitalist, Birmingham, Alabama]
Regards,
Harvinder
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