Although already taken, I think that I borrowed the title of "Evil HR Lady" last week. I may have even had a target on my back by the end of the week. One of my facebook friends asked how one of the nicest HR people that she knows could possibly earn such a title. Here are just a few of statement that I made last week to earn this title:
- Employees own their annual performance objectives, not their manager. Employees have plenty of time during the objective year to argue, object, support, validate, or update performance objectives. I don't want to hear about how the objective was unfair after the fact - it's too late. We can only improve the situation going forward.
- Annual evaluations should be fair and consistent. That means that most employees should be rated 3, not a 4. This means that there ARE a few 5s AND a few 2s in the organization. Do not tell me that a person cannot be rated a 5 because HR said so.
- If you cannot separate personal relationships from business objectives, you should not be a manager.
- If you are unclear about measurements, I can help you create them, but it's after the fact. I recommend that you start with the idea that everyone is a 3 (meets expectations) and then evaluate each person individually, even if you have 65 direct reports.
- If your organization/department/manager did not meet it's objectives (or an objective) and your employees exceeded expectations, your goals stink.
- If most of your employees are rated a 4, your expectations are too low. Challenge your top performers next year and watch your performance soar!
- If all of your employees are 4, you had better have justification about why you give them different merit increases. I will ask you about each and every one.
- If you choose not to follow the recommended process guidelines, I need to know why. I want to help you reward and retain top talent, but I will not go out on a limb if I don't understand the business justification. Help me help you.