A lot has been said about the performance evaluation systems. While some HR pundits say this will be beneficial in the engagement of employees and helping them grow along the way, the critics disagree. They say all these diversifies evaluations offer little to the upliftment of performance and undermine it with an intense focus on the personal growth and ratings on the report. Whatever the truth of the matter may be, the fact that the employee engagement is crucial for the organizations around the globe is undeniable.
The lacuna that many organizations have by default is that they conduct employee evaluation infrequently that is far from the true engagement and effectiveness of such programs. The annual review does little to rein the mammoth of employee dissatisfaction and resignations and appears more of a gimmick carried out to satisfy the formalities.
The technological revolution has already inundated the world with the best of every advancement and it is not going anywhere, it just keeps reinventing itself. That is the reason the traditional mediums of performance evaluation are failing badly at the very purpose they were supposed to be good at. These historical systems exhaust a lot of employee and management time without giving any output because they have turned into fill-in-the-form kind of exercise.
‘You become what you measure’ has overgrown its stay under the spotlight and needs to pass on the baton to improved feedback systems. The compass of newer approaches direct towards the direction of high performing engagement culture. As opposed to the traditional systems, the new approaches don’t keep faults of employees at the heart of its philosophy but bases its foundation on the chances to be given to the employees to improve.
The new way ruling the world of talent management is to mentoring the employees and giving an environment where people can grow and feel empowered to give and receive feedback. The reaction has shifted from the management of talent to the direction of the development of a culture where talent can flourish. A workforce with the skills of independent judgment, real problem-solving skills, high expertise level, technology deployment, and increased collaboration to be a part of the system which is in equilibrium and sustainable.
As conveyed by many leading pieces of research, once optimum compensation levels have been attained, the motivating factors aren’t about money anymore. The things to be attained are all about achievements, empowerment, and a greater purpose. The employees understand that they are shouldering the responsibilities of organizational assets and customers.
Once feedback is streamlined in the complex organizational setups, peer-to-peer teaching and mentorship come as positive to the employees. They can reflect that feedback is a positive reinforcement for the overall improvement in the personality and helps them personally as well as professionally. Because any professional growth is never devoid of personal improvement. A good lesson and training class are guarantees of confidence, trust, and energy. A good mentor, on the other hand, helps the employees in the expansion of potentialities and improbabilities building on the blocks of confidence and competencies.