You all know how it feels to have someone in your personal life tell you about a conflict they've been harboring long after it's happened. You feel ambushed. More importantly, you feel powerless to correct events from the distant past, where any amount of explanation feels like a Herculean effort.
The same can be said of annual performance reviews, if they exist in isolation of any other strategic feedback and coaching expectations or formal reward and recognition processes. If the annual review is your only plan for recognizing or coaching your employees, then authors Eric Mosley and Derek Irvine would like to intervene. In their book, Winning with a Culture of Recognition, the authors weave in what they call MYTH BUSTERS to address common misunderstandings about recognition in the workplace.
Here is Mosley and Irvine's MYTH BUSTER about performance appraisals:
The annual or biannual performance appraisal process is not ... Read more