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Millennial Workers Are Transforming Annual Performance Reviews

Millennial Workers Are Transforming Annual Performance Reviews
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By Wednesday, 06 July 2016 07:18 AM Current | Bio | Archive

Annual performance reviews are becoming a thing of the past now that millennials are the largest labor force.

More than one in three American workers are Millennial-aged today, surpassing Generation X, and they want dialogue from employers, not one-sided criticism.

“The millennial desire for performance conversations is right on target,” said Rick Maurer, author of the Feedback Toolkit: 16 Tools for Better Communication in the Workplace (Productivity Press 2011). “The old performance reviews were often supposed to include on-going conversations but that dialogue rarely occurred in my experience.”

In fact, some 66% of American workers say the annual performance review process at their job interferes with their productivity and 90% of human resource professionals don’t believe their company performance review process provides accurate information, according to a CEB survey.

“There is no need to wait for annual or periodic reviews,” said Diya Obeid, founder and CEO of JobDiva, an applicant tracking system. "Performance is measured daily by the digital trail that we leave behind.”

Effective workers like to know what their target performance is and require clear and consistent communication, which annual reviews, in most instances, rarely provide.

“Checking the box for annual reviews is a poor substitute for the leadership that's required to truly improve performance,” said Sarah Levitt, who works nationally as a consultant to global leaders. “They drag down performance rather than elevate it.”

As a result, quarterly individual development plans will eventually replace annual performance reviews in the workplaces of the future, according to Richard Citrin, an organizational and consulting psychologist in Pittsburgh.

“Individual development plans are already occurring in the manufacturing, finance and healthcare industries,” said Citrin, author of The Resilience Advantage (Business Expert Press April 2016). “Employers are using them to evaluate employees for promotions and succession.”

Some 80% of Citrin’s clients are adopting development plans to help their workers grow and 20% are looking at individual development plans as a tool to replace annual performance reviews.

“Employers need to change the way they evaluate and develop staff because under the current system they have a negative bias towards ineffectiveness in the workplace instead of a proactive approach,” Citrin told Newsmax Finance.

Individual development plans open with an aspirational statement of what the employer wants the worker to achieve in 6 to 12 months, moves on to recognize the worker’s skill set, competencies and weakness and ultimately ends with a plan on how to develop the skills within a given timeframe.

The plan can include actions such as on the job real time experiences, continuing education for skill development and mentoring or coaching.

“Action-based metrics speak of our performance without the interjection of subjective evaluations by others,” Obeid said.

Juliette Fairley is an author, lecturer and TV host based in New York. To read more of her work, Click Here Now.

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Annual performance reviews are becoming a thing of the past now that millennials are the largest labor force.
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Wednesday, 06 July 2016 07:18 AM
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