Objective as I may try to be in evaluating you on, say, strategic thinking, it turns out that how much strategic thinking I do, or how valuable I think strategic thinking is, or how tough a rater I am significantly affects my assessment of your strategic thinking.
It was time for Deloitte to redesign its performance management, realize process improvement and a better outcome. It was brought back to four questions:
- Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus \[measures overall performance and unique value to the organization on a five-point scale from “strongly agree” to “strongly disagree”].
- Given what I know of this person’s performance, I would always want him or her on my team \[measures ability to work well with others on the same five-point scale].
- This person is at risk for low performance \[identifies problems that might harm the customer or the team on a yes-or-no basis].
This person is ready for promotion today \[measures potential on a yes-or-no basis]
The above could also be used to measure the performance of the tax function and whether the right skill set from a teaming perspective is available on the long run.