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Posted by on Jul 25, 2014 in Blog |

Why Refusing to Conduct Performance Reviews Is Irresponsible

Why Refusing to Conduct Performance Reviews Is Irresponsible

This week I had the opportunity to listen to Dr. Carolyn Woo, President and CEO of Catholic Relief Services, an organization that serves 100 million people in over 100 countries around the globe.  Dr. Woo spoke to a group of Catholic leaders participating in the Dynamic Discipleship Leadership Community that Leadership Network is facilitating in partnership with Parish Catylst.  Among other things, Dr. Woo spoke about 6 ‘levers’ that leaders have at their disposal in order to develop teams and drive vision through their organization.  Here are some of Dr. Woo’s comments regarding the impact of poorly executed performance reviews:

  • That person becomes irrelevant to the organization and the external world, so at 50 years old the person is ‘stuck’.
  • You can’t afford the person; the market doesn’t want the person.
  • It is a failure of responsibility.  This is what it looks like when we don’t do performance evaluations correctly.
  • It is a form of investment.  It is like parents who don’t take seriously what [their children] need or don’t need.  It is irresponsible.
  • If you shy away from it, is it a benefit to that person, to the organization, and to your beneficiaries?

Pretty straight to the point.  Dr. Woo went on to say that effect performance reviews take place within a ‘rich context’ of data related to the strategy, budgetary, and operating needs of the organization.  She briefly outlined the model they use at Catholic Relief Services:

Performance Evaluations within the Structure of the Fiscal Year

  1. Strategy Review – Is the strategy progressing?  Do we need to invest in other areas?
  2. Budget Planning – We want the strategy to impact the budget, not just a % over last year.
  3. Organization Review – Operating metrics, overhead costs, staffing, etc.
  4. Performance Review

Dr. Woo commented, “Now we have a very rich context for evaluating performance, beyond ‘I like you, don’t like you, you’re always late’ etc.”

How do you conduct performance reviews?  Is there anything that needs to change in order to make a greater investment in your staff, organization, and beneficiaries?

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