As a CIO, do you perceive the annual employee review as an opportunity to inspire continuously improving performance or "a necessary evil?" You may lean toward the latter, unfortunate impression--and your staff may well agree. In fact, 55 percent of workers say annual reviews are inaccurate and 25 percent regard their review as one of "the worst" professional experiences they undergo, according to industry research. At most, four of 10 organizations conduct performance reviews well, according to additional studies. Fortunately, the review process doesn't have to be rote and unproductive. A section of the book “Talent Leadership: A Proven Method for Identifying and Developing High-Potential Employees” (Amacom/available now) elaborates upon best practices for conducting a great review. Author John Mattone makes the case that the review serves as an excellent tool to drive your IT department toward higher standards of achievement, which reflects well upon your leadership ability. Mattone is president of JohnMattonePartners, Inc., a global leadership consulting firm. He also teaches in the executive MBA program at Florida Atlantic University. For more about “Talent Leadership,” click here.
2. Due Diligence
Gather informal and formal feedback from a broad range of superiors, peers, subordinates, partners and customers.
This article was originally published on 12-06-2012