Question 1

What are the pros and cons of annual performance reviews?

The Positive Side

Face to face interaction Remarks on performance

Question 1

Identity future potential

Skill Development

The Positive Side

The Negative Side

Time Consuming Unclear Goals

The Negative Side

Bias Conservative

Negative Remarks Drawback

Labour Law Act

The Negative Side

Question 2

Do you think that doing away with Annual Performance Review, APR is a way forward to

becoming a more mature and independent workforce?

YES!!

• Performance is an ongoing process.

• Know it now than later. Room for improvement

• Better productivity & loyalty due to company’s engagement in career growth

• Bogus & fraudulent. APR tied up with salary raise. Subjective and stir dissatisfaction as well as employee demotivation.

Alternatives• Regular appraisals between managers and employees

• Involvement of feedback by customers and suppliers constantly will also better support the objectives of employee’s performance improvisation

Question 3

How will doing away with performance reviews benefit employees and employers?

• Lower salary (saves labor cost)Minimum living standard (Nanjing, 1620 RMB)

• Improve the relationship between employees and employers

Fixed Remuneration in government sector

• Subsidiary pattern differentiationStimulate creative potential

Benefits to employers

• Reduce work stress and strengthBanking and insurance industry

• Improve the working environment and passion

• Improve employee engagement

• Two-way communication

Benefits to employees

Question 4How will this backfire on employee and

employer?

Lack of reliable strategies

High Cost system maintenance

Lack of accurate information

Limitations of performance ranking system

Biased /forced performance

ranking

Legality and ethical performance

appraisal

Lack of up gradation of

software

Human Error

Conflict between HR Manager and

employee

Question 5Are ranking terminologies important in an

organisation?

• Do not improve, and may actually hurt performance (Williams, 2014).

Working Environment Pathological Competition Crisis of Trust

• Too time-consuming, expensive and generally ineffective (Patrick, 2014).

• Were designed for a work environment where control of individual employee performance

was a key function (sweatshop).

Only motivated top ranking employee (10%)

Accenture’ CEO Pierre Nanterme’s original words: “We’ve totally done too much effort for a limited outcome” .

Organisational perspective

One-side judgemental approach to employees’ performance review.

Put employees in a passive roles (judged by their supervisor).

Downward communication from supervisor to employee.

Relationship is based on power and authority.

Ranking terminologies are only record the past performance.

Employees’ perspective:

Traditional ranking terminologies make organisations fail to evaluate and explore talented employees and innovative ideas.

Question 6What are the common mistakes by employer in

conducting performance reviews?

• Poorly Trained Managers• Central Tendency Error• Managers surprise their employees• Recency • Talking not listening• No Appreciation