The results are in and show that 91.9% of the organizations represented by our 1,481 survey participants conduct performance appraisals! Overall performance is measured by 80.7% of survey participants and specific attributes are measured by 47.2%. Completion of specific goals is a measurement criterion for 50.9% and our favorite catchall “other” includes:
For a Limited Time receive a
FREE Compensation Market Analysis Report! Find out how much you should be paying to attract and retain the best applicants and employees, with
customized information for your industry, location, and job.
Get Your Report Now!
- Culture characteristics
- Leadership behavior
- Core competencies
- Developmental needs/training completed
- Adherence to organizational values
The top 5 factors used when evaluating nonexempt performance are the same as in 2013. Quality (89%) leads the list and is followed by attitude/cooperation (74.5%), communication skills (72.9%), attendance and punctuality (69.9%), and dependability/reliability (68.1%).
Performance evaluations accomplish their intended goal most of the time for 47.5%. They are great in theory but nearly impossible to implement for 28.6% and 4.3% believe they are not a good idea so would like to abolish them altogether.
A common review date is utilized by 56.5% of participants and a variation of common review dates (e.g., common dates staggered by groups) is used by 6.4%. Appraisals are spread out over the year for 22.9% and a combination of common date and scattered throughout the year is used by 8.6% of survey participants. Conducting all reviews at the same time is preferred by 47.2% and 29.8% prefer that they be spread throughout the year. A combination is preferred by 15.6% and 7.4% had no opinion one way or the other.
When setting individual performance pay factors, employees are heavily involved for 6.8% of our survey participants and somewhat involved for 18.9%. They are minimally involved for 16.3% and not involved at all for 52.6%. For 48.1%, they believe that employees have sufficient impact on individual performance factors that impact their pay and for 34.8% they do not. The remaining 17.2% are not sure.
HR’s responsibility for the performance appraisal process varies but several functions were widely practiced, including:
- Formal training for supervisors or evaluators, 50.8%
- Reviewing all evaluations, 54.5%
- Filing the paperwork, 56.9%
- Informal coaching for supervisors/evaluators, 60.3%
For a more details from this year’s performance management survey, view the executive summary or download the summary along with the question/answer tables.