['Performance Management']
['Performance Appraisals']
05/17/2022
Copyright 2024 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.
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It seems that nobody likes traditional performance reviews. In some companies, employees receive very little feedback besides the once-a-year nerve-wracking sit down with their manager. Even then, it probably doesn't seem that a full year's work can be properly considered. Further, employees are only getting that rare feedback from the perspective of one individual (the manager) and sometimes that person isn't as familiar with the employee's work as other employees may be.
In response to typical criticisms of traditional once-a-year performance reviews, companies have implemented strategies such as 360 degree feedback where employees get feedback from peers, managers, subordinates, and sometimes even customers. Many companies have also recognized a need for more frequent feedback, and make an effort to deliver it, even if not formally. As performance appraisals continue to evolve, some companies are doing both of these things - and some are using social tools to facilitate it.
While this may not be social media as it is traditionally thought of (i.e., Facebook, LinkedIn, or Twitter), some employers are using social tools which allow employees to receive frequent feedback from managers, peers, and subordinates. Feedback might be a daily, weekly, monthly or quarterly occurrence through these tools, which might also be used specifically to talk through progress on projects or keep other areas of a company informed of a certain employee's (or department's) work.
Such platforms may gather feedback anonymously, as most 360 degree reviews do, or they may be open forums where individuals are identified, as on most social media platforms. Feedback may be regular and expected, or may be solicited by managers or by employees themselves at any time.
Where conversations are focused on collaboration, a social performance management system offers opportunities for managers to provide timely coaching on individual projects and assignments. Proponents of these systems say that they increase employee engagement by helping employees see how their efforts impact other employees and the company as a whole.
In some cases, these tools become a company's performance management system, and in others, the feedback gathered within them contributes to a more traditional performance review process. Where this is the case, managers and supervisors with responsibility for conducting performance appraisals may have a robust history of the employees' work to draw from.
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Copyright 2024 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.