What Do Employees Really Think about Performance Reviews? “Tell Me More!”

Recognize This! – Employees want more frequent and timely feedback than the traditional annual review process can deliver.

Here’s a secret – employees don’t hate having their performance appraised. No, indeed! They want to know how they are doing, if their efforts are meeting the needs of colleagues, customers and the company, and where they could do better. But they do hate the annual performance review process. Let’s be honest – who doesn’t? It’s fraught with anxiety for everyone because so much weight is put on a meeting that happens just once a year with perspective from just one person.

So, what do employees want and how do they suggest fixing it? The latest Workforce Mood Tracker survey looked at just that. Check out the infographic below originally shared on the Globoforce Blog (email readers may need to click through.)

Infographic: The Startling Truth About Performance Reviews

Derek Irvine

About Derek Irvine

The VP of Client Strategy and Consulting at Globoforce, Derek Irvine is one of the world’s foremost experts on employee recognition and engagement, helping business leaders set a higher vision and ambition for their organizations. As a renowned speaker and co-author of "The Power of Thanks" and "Winning with a Culture of Recognition," he teaches companies how to use recognition to proactively manage company culture. Derek holds a B.Comm and Masters of Business Studies from the Smurfit Graduate Business School at University College Dublin.

One Response

  1. Rob Wheatley says:

    Hi Derek,

    We have recently added ‘crowd sourced’ feedback to our online performance management software, PerformanceHub.

    I’m not sure how Globoforce do it, but there is one things to be wary of and that’s turning performance reviews into a popularity contest. We found, just like the info-graphic suggests, that employees do want to be able to get feedback from other people in the organisation so that performance reviews aren’t a ‘closed shop’ between the manager and their direct report. However, we did worry about this slightly. Some people may do a sterling job, but won’t receive much ‘unsolicited feedback’ from their peers, which could reflect poorly on them.

    We overcame (or at least reduced that) problem by adding a couple of extra features. Namely the ability to ask for feedback. Either the manger or direct report can ask for feedback. the question and who was asked can be seen by the other person, so they can add more people to the list. For example, if the DR asked a handful of people for feedback, knowing they will give good feedback, the manager sees this and can add more people to the list to get a rounder view.


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