Get Rid of the Performance Review by Samuel A Culbert
Samuel A.
Culbert's newest book, written with Lawrence Rout, is titled "Get Rid Of The Performance Review! How Companies Can Stop Intimidating, Start Managing - and Focus on What Really Matters.
" It is written with Culbert's direct, humorous, and practical approach to advising how to become better managers and human resource workers.
It's not surprising that the author of "Beyond Bullsh*t: Straight-Talk at Work" refers to the traditional performance review and reasons to adhere to it as something best found out in the pasture.
This book makes a compelling argument as to why companies should get rid of such antiquated review processes, which according to the author do more damage than good, and replace the ritual with a more progressive, positive, and productive performance preview.
In the first half of the book, Culbert lays out his argument as to why we should get rid of performance reviews.
He looks at the mess they have created, and addresses why everyone uses this method even though performance reviews are not working.
Culbert is very clear that he's objective.
In fact, chapter three is titled, "From My Point of View, I'm Objective.
" He lays it out why he feels performance reviews are so bad and how they are hurting those that use them.
The "lies your bosses tell you" from chapter four would be more humorous if they were not so often true.
Toward the middle of the book Culbert starts to switch gears.
He goes from explaining how and why performance reviews are bad to how people can fix the problem.
One fix is to incorporate more teamwork between managers and employees.
Then, in chapter seven, he explains his better way, the performance preview.
The following chapters continue to explain and provide examples of how a manager, or company, can implement a performance preview system to replace the detrimental review process.
On the surface, this method looks great.
And if implemented, I believe it could create positive results.
However, the key will be for managers and human resource professionals to adopt this different procedure for setting standards and measuring success.
I can imagine people resisting this, because, after all, it's change.
I think it would be positive change, but change nonetheless.
Culbert also includes a chapter where he addresses the most common concerns and criticisms (excuses?) for not implementing his performance preview method.
He did a good job of answering these common questions.
The book then ends with a couple of motivating pages to encourage people to more forward with a new and better way of doing things, and to put the performance review out of its misery.
I think this is a very good book for those in the position of evaluating employees.
I highly recommend it to managers and human resource professionals.
There are a few things that might help people work with employees more effectively, but the book is really aimed at larger companies that use the classic performance review model.
For those in that setting, read this book.
Culbert's newest book, written with Lawrence Rout, is titled "Get Rid Of The Performance Review! How Companies Can Stop Intimidating, Start Managing - and Focus on What Really Matters.
" It is written with Culbert's direct, humorous, and practical approach to advising how to become better managers and human resource workers.
It's not surprising that the author of "Beyond Bullsh*t: Straight-Talk at Work" refers to the traditional performance review and reasons to adhere to it as something best found out in the pasture.
This book makes a compelling argument as to why companies should get rid of such antiquated review processes, which according to the author do more damage than good, and replace the ritual with a more progressive, positive, and productive performance preview.
In the first half of the book, Culbert lays out his argument as to why we should get rid of performance reviews.
He looks at the mess they have created, and addresses why everyone uses this method even though performance reviews are not working.
Culbert is very clear that he's objective.
In fact, chapter three is titled, "From My Point of View, I'm Objective.
" He lays it out why he feels performance reviews are so bad and how they are hurting those that use them.
The "lies your bosses tell you" from chapter four would be more humorous if they were not so often true.
Toward the middle of the book Culbert starts to switch gears.
He goes from explaining how and why performance reviews are bad to how people can fix the problem.
One fix is to incorporate more teamwork between managers and employees.
Then, in chapter seven, he explains his better way, the performance preview.
The following chapters continue to explain and provide examples of how a manager, or company, can implement a performance preview system to replace the detrimental review process.
On the surface, this method looks great.
And if implemented, I believe it could create positive results.
However, the key will be for managers and human resource professionals to adopt this different procedure for setting standards and measuring success.
I can imagine people resisting this, because, after all, it's change.
I think it would be positive change, but change nonetheless.
Culbert also includes a chapter where he addresses the most common concerns and criticisms (excuses?) for not implementing his performance preview method.
He did a good job of answering these common questions.
The book then ends with a couple of motivating pages to encourage people to more forward with a new and better way of doing things, and to put the performance review out of its misery.
I think this is a very good book for those in the position of evaluating employees.
I highly recommend it to managers and human resource professionals.
There are a few things that might help people work with employees more effectively, but the book is really aimed at larger companies that use the classic performance review model.
For those in that setting, read this book.
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