The conundrum at the core of ratingless performance management


Posted by Kathi Enderes and Peter DeBellis on January 17, 2019.

No one likes traditional performance ratings very much. Most people find the rating process opaque and question its objectivity and fairness. Managers don’t want to spend their time shoehorning people into fixed categories, defending their choices, and communicating ratings that disappoint more often than they thrill. Even HR doesn’t like ratings very much, as the process often involves chasing down managers to complete ratings and enforce guidelines. To respond to this, 14 percent of organizations we surveyed have gone “ratingless,” abandoning performance ratings altogether.1

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