Many employees may believe they're exceeding expectations, but the reality might be different.
SAP's alleged strategy to classify employees into three performance groups - high achievers, meeters, and improvers - has been met with criticism from employee representatives, claiming it increases pressure and strains manager-employee relationships. Even the ex-HR head has distanced themselves from the idea. Business psychologists remain skeptical, too.
Occupational psychologist Ludwig Andrione admits that feedback and improvement suggestions are valuable, but the 'how' and 'why' are significant factors. He argues that misplaced mistrust and the notion that employers label employees as lazy is incorrect. Andrione asserts that external factors often influence performance, and it's not always about altering individuals but environmental variations.
A grading system can alienate committed employees and requires careful consideration due to its potential narrow focus on complex life situations. Its application should be judicious, considering factors such as life circumstances and opportunities.
Laura Klimecki, a business psychologist who advises entrepreneurs, believes in performance assessments. She says it's only fair to both parties and serves as motivation for top performers, while allowing for improvement for underperformers. Men, she points out, are more likely to overestimate themselves compared to women who underestimate their abilities.
The 'zero-buck attitude' is a result of cumulative experiences, rather than new hires looking to live a lazy life. Employers who fail to keep promises, lack support, or overburden their employees can lead to 'brakes being hit.'
An evaluation system helps organizations identify problem areas and improve, but it should serve as a starting point. Klimecki stresses that it's unfair to leave employees untouched, stating that a grading system is useful in identifying areas for development and improvement. However, it's essential to provide clear feedback and support to employees to growth and enhance performance.
A harsh grading system and unstructured feedback may create a 'culture of fear' among high performers, which Klimecki dismisses. High achievers welcome constructive criticism that fosters improvement rather than fear.
In conclusion, employee evaluation should integrate environmental variables and structured feedback strategies to ensure a fair, constructive, and motivating process.
