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Whirling Chief
Nº 14

Time for your ‘performance’ review!

We are starting the week with a million-dollar question: What is the best performance model you ever worked with?

Recently one of our clients emailed me, “… I am looking for an innovative way of managing employee performance. Every company that I have ever worked for, had laborious and lousy performance management policies. I have not heard of any company that is happy and has an exemplar PM process…”

And you know, he had a fair point. Over my professional career, I’ve worked with companies that had very well-documented, well-processed performance management systems. On the flip side, I’ve worked with organizations whose systems were nothing but an uphill battle for their people and HR. I have also seen everything else in between… ☺

A handful of companies – including GE, Deloitte, and Accenture – have built momentum by abandoning traditional performance management systems to work with technology and people, which makes us wonder: Is there a better way for us to connect people through technology and innovation?

That’s where you come in, dear readers. We’re dying to know what you consider a “good” model. C’mon, let’s put it on record – give us a review of the best performance management model you experienced over the years, and why? Can’t wait to hear!


  • 11 July 2016

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For most of the employees and also in my company the mid and end year reviews are seen as a waste of time. Sad is of course that also the Line managers don’t take their time to discuss carefully and to consider employees wishes. The employee does not feel important and hence the problem begins and good people are being transferred to other successful companies.

However in my company we do have 3+1 s. We have to set 3 targets and one additional one. Actually… Sorry, I must say that the Line manager sets the targets based on his targets and you as the employee have to go along with it.
You don’t have much freedom to say that you can or can’t deliver this since everything was already discussed and finalized way before. So here the problem already begins. I think before setting or agreeing on targets (and this is normally done by the CEO, SVP’s or VPS) it should be communicated with the people that actually have to deliver the targets.
However this is never the case. You just get the meal served and have to eat it (even if this sounds not so nice, this is the reality).
But one of the positive feedback I can give is that in my company the +1 target is a good investment. Beside the core targets you have you; have to choose and define a +1 target that should not have anything to do with the business.
Example: your plus one target can be to learn or study another language or to organize an event or come up with a plan for charity. If all targets are fulfilled then your +1 target will be the one that will differentiate your performance from the other ones. If you have delivered your plus one successfully then based on that you get a higher rating and bonus end of the year which I find quite fair. Of course it is also important how strong and difficult your plus one target is.

Bengu Cakmak says:

Bengu, thank you so much for taking the time to share from your experience. There is a wonderful group discussion we started up on LinkedIn HR group pages, feel free to join in: https://goo.gl/V7t3gc. Thanks!!

Sesil Pir says:

TYVM you’ve solved all my prbeolms

Jayce says:
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