Performance reviews enter the feedback stage once a year with a lot of fanfare.
It takes a bow, and in one big show it acknowledges a year's worth of work performance--good or bad. There's a lot of preparation time invested by bosses, with human resources (HR) directing from backstage and offering tools and props to ensure a successful event. While the person reviewed is most interested in what salary raise s/he will receive during this once a year conversation.
Performance reviews may have a define role to play. But as feedback it is slow.
Lack of feedback is the number-one reason for performance problems. Many managers give feedback just once a year--at performance reviews. Employees get little or no benefit from the once-a-year performance review process, as reported extensively in surveys and HR studies:
A quarter of global employees report that they received no feedback at all from their supervisors, outside of performance reviews.
Only 18% of American workers say they are given useful feedback from their manager during performance evaluations.
More than 65% of employees said that the feedback they received in their annual performance review contained "surprise" feedback not mentioned by their manager before the review.
Two-thirds of employees reported that feedback form their annual appraisal confused or demoralized them, and thus exerted a negative effect on their performance.
Millennials, who by 2014 comprise half of the world's employees, overwhelmingly want more feedback than they are getting.
Most of us can recall a negative performance review experienced, not only because the feedback felt wrong and unhelpful, but also because we received a low--or no--pay raise based on performance ratings we didn't agree with.
- See more at: http://www.coachingtip.com/2014/07/why-you-should-learn-to-love-feedback.html