Tag Archives: performance management

Evaluation in a plague year…

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It’s that magical time of the bureaucratic year where I have to describe how wonderful I am and what important work I’ve done in the last year.

Let me say for the record that I have no problem at all talking about myself… especially when it has a bearing on how much money I’ll make over the next twelve months. When performance appraisal time rolls around, I’m my own biggest fan and cheerleader – a happy warrior bent on carving out as much of the performance award pool as I can for myself. It’s most decidedly not the time to be shy.

What I’ve found, after two days of tinkering around with how to write my self-assessment this week, is trying to define and describe your value added in a plague year is, in a word, interesting. 

So far, it’s looking a lot like this:

  • Thing 1 – Cancelled due to Plague
  • Thing 2 – Cancelled due to Plague
  • Thing 3 – Heavily modified due to Plague
  • Thing 4 – Business as usual
  • Thing 5 – Has gone absolutely batshit crazy and now takes two people to do… due to Plague

If there’s ever been a moment where I’m thankful for the ability to string together a large number of long and important sounding words, this is it. 

I mean surely there are plenty of creative ways I can say “Redistributed workload to support alternative missions in support of emerging and immediate requirements in inter- and intra-organizational cross-functional operations in the COVID-19 environment across the enterprise.”

Yeah, I’m not 100% sure what it means either, but it sounds like something important might have happened, right?

The bitterest end…

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I was sitting in the kitchen this morning and the realization came that this – endless early weekday mornings of the cat expectantly watching for the first birds to arrive at the feeders, dogs snoring comfortably after their breakfast, and a book in my hand – this is going to end eventually. 

This is going to end and mornings will again be about rushing madly to leave the house on time and get to the office. We’ll go back to sitting for 8.5 hours doing the things that the last month have proven don’t need to be done in a special box, in a certain room, in a specific building. 

It will end because old management philosophies die hard. It will end because despite evidence to the contrary the bosses are never likely to accept that work gets done if they can’t see asses in chairs. There are outliers, of course. People who can’t or won’t function on their own initiative or a few tasks that for reasons can’t be conducted “in the clear.” Those are the outliers, though, and could be resolved through proper performance management or innovative scheduling. That’s likely too big an ask for a creaking old bureaucracy.

Eventually this will end and the relentless tentacles of Cubicle Hell will reach out and pull us all back down into the pit forever.

It’s the most bitter of bitter ends.

The wrong metric…

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It occurs to me that when it comes to the amount of time we spend at work that it could all come down to tracking the wrong metric. Since early in the 20th century the “standard” has been the 8 hour day and the 40 hour week. That’s well and good I suppose if you’re churning out Model T Fords by the million on an assembly line. In that kind of work there’s no allowance for people working at varying speeds. Most of the people I know these days aren’t working on a 1920s assembly line, though.

Instead of manning the line at the Rouge River Complex, we’re all sitting at our keyboards banging out emails and memos and slides. If I happen to be super efficient and complete my assigned memos and slides in six hours, I’m still at my desk for two hours regardless of whether I’m doing anything constructive or staring blankly at the ceiling. The reverse is true as well. If I’m an utter slacker and can’t get all my emails sent in eight hours, there’s no force compelling me to stick around until they’re done. As far as my unscientific observation of the eight hour day and 40-hour week is concerned, I can only conclude that we’re basing our business model on precisely the wrong metrics. We’re managing to time rather than managing to outcomes.

If I, gods forbid, were a boss, why would I care if someone got their assigned work done to standard in six hours? Maybe in theory I could then assign them 20% more work, but in my experience that almost never happens. If your mission in life is to get X done every day, once X is done, I say go home. Go to the park, the bar, the ball game. The threat of having to do X+20% doesn’t do anything more than make the typical drone slow their roll to make sure they don’t pull too far ahead of the pack. Sure there are a few over achievers out there who throw off the curve, but when I look around they’re the exception rather than the rule.

So there it is – the thesis I should have written for my MBA. A Savage Act of Defiance Against the 8-Hour Work Day: Managing Performance Instead of Time. It feels a little like there’s a “philosophy of management” book in there somewhere… which means I should mention that the thoughts herein expressed are the sole property of the author and protected under the copyright laws of the United States. All rights reserved.