Judging employees on results could reward luck over skill, argue top psychologists, and there’s a better way to do it
In most workplaces today, you don’t earn an “A” for effort.
If you failed to make a sale even though you sat at your desk for hours every day calling clients, it’s hard to believe you’ll get a pat on the back — or a promotion. Results matter.
But top psychologists argue that this system of evaluating performance is heavily flawed.
At the World Business Forum in New York, Daniel Kahneman told the audience that organizations should evaluate employees’ process instead of their outcome.
Michael Sauers is the Technology Manager for Do Space in Omaha, NE. After earning his MLS in 1995 from the University at Albany's School of Information Science and Policy Michael spent his first 20 years as a librarian training other librarians in technology along with time as a public library trustee, a bookstore manager for a library friends group, a reference librarian, a technology consultant, and a bookseller. He has written dozens of articles for various journals and magazines and has published 14 books ranging from library technology, blogging, Web design, and an index to a popular horror magazine. In his spare time, he blogs at TravelinLibrarian.info, runs The Collector's Guide to Dean Koontz website at CollectingKoontz.com, takes many, many photos, and typically reads more than 100 books a year.
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