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Employee Reation

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Submitted By NARGISALI
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There are five problems which stop organisations from reaping the rewards of their performance management system:
1. A murky link exists between strategy and execution. The organization has a pithy mission statement, but employees have no idea how their everyday work contributes to it. Worse, individuals don’t see how their goals connect to their personal success.
2. Everyone scores the same. In reviews everyone scores a four out of five, so there’s little point in being outstanding and no consequence to underperforming. As Unilever CEO Paul Polman recalled, “[when] everyone scored the average, the company was average”. What’s more, reviews are all about the score as opposed to individuals’ strengths and weaknesses.
3. Reluctant managers focus on process rather than the conversation. Good performance conversations require courage. Often managers seek harmony and want to be liked. So they blindly follow the process, seeing it simply as a box-checking exercise which has little relevance to anyone outside of HR.
4. Individuals feel uninspired about their future. A sense of growth and progress is essential for high engagement and high performance. Yet many people, particularly those who have been in the same role for an extended period, feel uninspired about their future, while managers lack the skills and confidence to inspire the downhearted.
5. Responsibility for performance is placed either on HR or line managers — not individuals. Sometimes in a desire to manage the system, talent leaders forget the individual has to take some responsibility. Sure, the manager has a big part to play, but ultimately an individual has to be accountable for his or her performance and future

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