The frequency and pace of change in your organization, the exponential growth of your professional transparency, your lack of energy to connect with others while employed (visibility), and your lack of energy regarding your performance assessment (value), all create professional risks for you. With increased turbulence in your organization resulting in roles, responsibilities, and relationships changing with great frequency, your ability to benefit from the development of organic relationships (ones that grow naturally over time) or purposeful relationships (ones that you proactively create with a goal in mind) is being seriously eroded.
Another reason networking while employed and performance appraisals are becoming increasingly ineffective is the explosive growth in professional transparency. As recently as seven years ago, unless the subject of your search was your favorite movie star, rock star, or politician, your ability to find details about another individual was challenging. This was not due to your faulty research skills – information about an average individual simply did not exist publicly.
How do you know if your organization has a performance management system? Once a year, your boss is thrust into the dreaded “performance management cycle.” There he is required to complete numerous performance appraisals. Many managers rush to complete their appraisals en masse the Sunday night before the appraisals are due. While most of their ratings are influenced by the rankings and bell-curve pre-established by the organization. Upon the completion of an exhausting approval process, he finally schedules a meeting with you. Following the meeting, you rush back to your cubicle, call your significant other and exclaim, “I got a 3.5 on collaboration!”
History will not be kind to the performance appraisal. After decades of lackluster experiences, stale formats, and non-existent correlations between assessment and achievement, most savvy business leaders and modern management experts would tell you that the performance appraisal is a well-intended yet failed exercise in behavior modification.
While it is inevitable that the dreaded performance appraisal will cease to exist in its current format, some form of performance measurement will continue to exist. One reason is that roles where value creation falls into a category called “individual value” will need a performance management system to measure how foundational activities impact the organization.
As recently discussed, the quantity of work produced and the quality of your work are keys to creating your good reputation. Let’s face it, if you produce a low quantity of work and the work you do produce is low quality, your days are numbered. Even the best attitude and behavior will not offset low quantity and poor quality.