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Many performance appraisals systems are designed to fail as they are unnecessarily focused on grading past performance when their aim is to promote future performance. All appraisals methods are ineffective if supervisors are reluctant to give critical feedback and "true" ratings.
Furthermore, most instruments do not have indices to evaluate behavior problems that often undermine individual and team performance. The design flaws of typical appraisals will be discussed and potential solutions for better performance management systems will be offered. Learn the top ten reasons why appraisals often create more problems than solve. Learn the myths surrounding the annual performance evaluation cycle. More importantly, learn how to build a better performance management system. When designed properly, good appraisal systems help managers coach employees to increasingly higher levels of performance. Productivity improves when employees know where they stand and are given the right motivation. Discover how to identify the typical design flaws, human fallacies, false assumptions, and the misdirected goals of performance management systems. Gain insight on how to integrate progressive discipline, punishment, and reward systems within your overall performance management framework. Then get expert advice about developing better solutions to these common challenges.
Chris Lee is a human resources practitioner, lecturer, researcher, and author. His background includes having served as the chief human resources officer for three different colleges or universities and a state college system.
He is a former question writer for the PHR and SPHR examinations administered by the Human Resources Certification Institute (HRCI). His areas of expertise are employment, training, and performance management - or, in his words, "finding, developing, and managing talent in organizations." He is the author of numerous human resources related articles and two books, including Performance Conversations: An Alternative to Appraisals. He is currently completing his next book tentatively entitled Managing Behavior: The Other Half of Performance.
He has presented at conferences and has consulted with clients in the US, Canada, Australia, and South Africa on HR related topics. He holds a master's degree in HR Management, a doctor of philosophy degree in HR Development, and he is also certified as a Senior Professional in Human Resources.