I've been listening to the podcast now for a few months and I'm getting a ton out of this. For someone who comes from the technical arena this is really valuable. I've been leading a technical team for over 8 years and only in the last few months do I start to really get what "management" is about and you guys are a big part of that - so thanks!
I work in a state government funded organization that implemented a performance review system that actually had effects on year over year pay increases for individual employees approximately 7 years ago. Prior to this system, the performance review process was a real joke in the way it was used (everyone was great unless you wanted them to go away) and this was designed to help put some dollars behind the ratings to give them more relevance.
Unfortunately, given the timing of the implementation (as budgets really crashed) and the subsequent political winds, the program has only had funding once that actually raised the "Outstanding" performer's salary by any more than that of an average performer (one year they funded it but still gave everyone the same raise).
This has generally led to a continuation of the less than stellar use of this performance planning and review process by many managers (including myself at times).
This year (despite the non-funding again) I decided to try to revamp how I'm doing things for my direct reports (many of which are managers themselves) and we have embarked on a goal setting process so far is encouraging. I'm asking them to think of goals on a completely separate list from the performance review form and then we can select from that list to fill out the performance review paperwork (but still keep in touch through the year on _all_ of the goals).
That being said, I still see from my directs a real lack of belief that performance reviews are worth the time they take (not to mention the time to do them well) and that the whole process is pretty worthless if it has no financial impacts (as I said this is a technical organization so the "good of mankind" argument doesn't really fly).
Any advice for someone in my situation? I strongly believe that the continually increasing expectations on our organization require us to do a better job of managing and giving feedback to our employees and while I can do this with my directs, I'm not (right now at least) seeing much way to encourage the culture to change toward one of managing performance.
Thanks for any advice you can provide