Performance Review or Effectivness Appraisal – Be Mindful of What Your Systems Communicate!

By Michelle Malay Carter on August 5, 2009 

I worked?with?a client this week conducting requisite role analysis and?writing job descriptions.? Although this?project is not about?performance review, we recognize that these job descriptions?will then become the basis for performance review. Be INTENTIONAL Please Systems drive behavior so the systemic implications for the way the performance review is designed, and its stated strategic intent are […]

Filed Under Accountability, Corporate Values, Organization Design, Requisite Organization, Talent Management | 2 Comments

Managerial Accountability Is Not Missing; It’s just MISPLACED

By Michelle Malay Carter on October 29, 2008 

Last week I pointed you to an article by Samuel A.?Culbert, Get Rid of the Performance Review.? I thought it was well written, but I’m not in 100% agreement with some of his proposed solutions, particularly around accountability. Culbert says, “The alternative to one-side-accountable, boss-administered/subordinate-received performance reviews is two-side, reciprocally accountable, performance previews.” Performance Previews […]

Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management | 13 Comments

Talent Management – What HR Should Have Done

By Michelle Malay Carter on September 23, 2008 

In last week’s post, Performance Evaluations, Rating Scales and Fraud, I discussed a manager who had a performance review returned to him from HR. He was told by HR to lower the ratings he gave his stellar employee because, “You can?t rate every line item a 5 out of 5”.? In other words, he was […]

Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | Comments Off on Talent Management – What HR Should Have Done