The alleged primary purpose of performance reviews is to enlighten subordinates about what they should be doing better or differently. But unfortunately, the outcome of a performance review is often something quite different.

Managers and bosses who have no experience or training in how to properly conduct a performance review often use the review as intimidation aimed at preserving their authority and power advantage. Such intimidation is unnecessary inasmuch as both parties know the boss ultimately has the power with or without the performance review.

Two People, Two Distinct Goals

The mind-sets held by the two participants in a performance review often work at cross-purposes. The boss wants to discuss where performance needs to be improved (while the subordinate is focused on issues as compensation, job progression, and career advancement. The boss is thinking about missed opportunities, skill limitations, and relationships that could use enhancing; while the subordinate wants to put a best foot forward believing he or she is negotiating pay.

All of this puts the participants at odds, often times talking past each other. At best, the discussion accomplishes nothing. More likely, it creates tensions that carry over to their everyday relationships.

Great Lakes Profiles offers a number of products and solutions designed to circumvent the contention so often present in employee performance reviews. For example, our employee pre-assessment tool, Profiles Performance Indicator™ (PPI), offers a DISC-type assessment which reveals aspects of an individual’s personality that could impact their fit with their manager, coworkers, and their team as well as their job performance. Knowing these tendencies before the hire will greatly lessen the chance of future assessment conflicts.

Contact us today for more information regarding employee assessments and other workforce challenges.

This post is brought to you by the good folks at Great Lakes Profiles, Inc.

Photo credit: Ambro