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If it is that simple, you'd be able to quantify the attributes you mention, instead of giving rather vague statements such as 'reasonable' and 'certain amount'.
by BlargMcLarg 4y ago
If it is that simple, you'd be able to quantify the attributes you mention, instead of giving rather vague statements such as 'reasonable' and 'certain amount'.
That combined with the fact most managers are stumbling their way through feedback-giving processes makes most feedback on personality absolutely worthless for the average person. You can easily confirm this by asking for proof as to how individual aspects of their feedback will improve work. The far majority would fail to substantiate it.
- asah 4y agoThe important thing is to use EFotJ as a guidepost. If coworker X is complaining, ask yourself if it's an essential function of the job. Generally terminations aren't edge cases, it's people who are wildly unqualified, unable or unwilling to do the most basic aspects of their jobs. For documentation ("PIP"), pick a couple of really basic metrics. If the person is good enough to game them, you can execute a second PIP with tighter rules, incl 360 perf review.