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Subjects - Performance Appraisal - Ten Stupid Things Managers Do To Screw It Up
Performance appraisals aren't fun. But a lot of the time they are agonizing because managers do really dumb things, ending up destroying a process that is important to everyone (or should be). Appraisals are always going to be a little bit stressful for everyone, but these errors guarant
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
ee that the point of appraisals -- improving performance, is lost in the shuffle.
Stupid Thing #1: Spending more time on performance appraisal than performance PLANNING, or ongoing performance communication.
Performance appraisal is the end of a process that goes on all the time
Stupid Thing #1: Spending more time on performance appraisal than performance PLANNING, or ongoing performance communication.
Performance appraisal is the end of a process that goes on all the time
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
- a process that is based on good communication between manager and employee. So,more time should be spent preventing performance problems than evaluating at the end of the year. When managers do good things during the year, the appraisal is easy to do and comfortable, because there won
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
't be any surprises.
Stupid Thing #2: Comparing employees with each other.
Want to create bad feelings, damage morale, get staff to compete so badly they will not work as a team? Then rank staff or compare staff. A guaranteed technique. And heck, not only can a manager create fr
Stupid Thing #2: Comparing employees with each other.
Want to create bad feelings, damage morale, get staff to compete so badly they will not work as a team? Then rank staff or compare staff. A guaranteed technique. And heck, not only can a manager create fr
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
iction among staff, but the manager can become a great target for that hostility too. A bonus!
Stupid Thing #3: Forgetting appraisal is about improvement, not blame.
We do appraisal to improve performance, not find a donkey to pin a tail on or blame. Managers who forget this end
Stupid Thing #3: Forgetting appraisal is about improvement, not blame.
We do appraisal to improve performance, not find a donkey to pin a tail on or blame. Managers who forget this end
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
up developing staff who don't trust them, or even can't stand them. That's because the blaming process if pointless, and doesn't help anyone. If there is to be a point to performance appraisal it should be getting manager and employee working together to have everyone get better
Stu
Stu
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
pid Thing #4: Thinking a rating form is an objective, impartial tool.
Many companies use rating forms to evaluate employees (you know, the 1-5 ratings?). They do that because it's faster than doing it right. The problem comes when managers believe that those ratings are in some way
Many companies use rating forms to evaluate employees (you know, the 1-5 ratings?). They do that because it's faster than doing it right. The problem comes when managers believe that those ratings are in some way
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
real", or anything but subjective, often vague judgements that are bound to be subjective and inaccurate. By the way, if you have two people rate the same employee, the chances of them agreeing are very small. THAT'S subjective. Say it to yourself over and over. Ratings are subjective. R
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
ating forms are subjective. Rating forms are not behavioral.
Stupid Thing #5: Stopping performance appraisal when a person's salary is no longer tied to the appraisals.
Lots of managers do this. They conduct appraisals so long as they have to do so to justify or withhold a pay i
Stupid Thing #5: Stopping performance appraisal when a person's salary is no longer tied to the appraisals.
Lots of managers do this. They conduct appraisals so long as they have to do so to justify or withhold a pay i
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
ncrease. When staff hit their salary ceiling, or pay is not connected to appraisal and performance, managers don't bother. Dumb. Performance appraisal is FOR improving performance. It isn't just about pay (although some think it is ONLY about pay). If nothing else, everyone needs feedbac
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
k on their jobs, whether there is money involved or not.
Stupid Thing #6: Believing they are in position to accurately assess staff.
Managers delude themselves into believing they can assess staff performance, even if they hardly ever see their staff actually doing their jobs, o
Stupid Thing #6: Believing they are in position to accurately assess staff.
Managers delude themselves into believing they can assess staff performance, even if they hardly ever see their staff actually doing their jobs, o
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
r the results of their jobs). Not possible. Most managers aren't in a position to monitor staff consistently enough to be able to assess well. And, besides what manager wants to do that or has the time? And, what employee wants their manager perched, watching their every move? That's why
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
appraisal is a partnership between employee and manager.
Stupid Thing #7: Cancelling or postponing appraisal meetings.
Happens a whole lot. I guess because nobody likes to do them, so managers will postpone them at the drop of a hat. Why is this bad? It says to employees that t
Stupid Thing #7: Cancelling or postponing appraisal meetings.
Happens a whole lot. I guess because nobody likes to do them, so managers will postpone them at the drop of a hat. Why is this bad? It says to employees that t
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
he process is unimportant or phony. If managers aren't willing to commit to the process, then they shouldn't do it at all. Employees are too smart not to notice the low priority placed on appraisals.
Stupid Thing #8: Measuring or appraising the trivial.
Fact of life: The easiest
Stupid Thing #8: Measuring or appraising the trivial.
Fact of life: The easiest
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
things to measure or evaluate are the least important things with respect to doing a job. Managers are quick to define customer service as "answering the phone within three rings", or some such thing. That's easy to measure if you want to. What's NOT easy to measure is the overall qualit
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
y of service that will get and keep customers. Measuring overall customer service is hard, so many managers don't do it. But they will measure the trivial.
Stupid Thing #9: Surprising employees during appraisal.
Want to really waste your time and create bad performance? This is
Stupid Thing #9: Surprising employees during appraisal.
Want to really waste your time and create bad performance? This is
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
a guaranteed technique. Don't talk to staff during the year. When they mess up, don't deal with it at the time but SAVE it up. Then, at the appraisal meeting, truck out everything saved up in the bank and dump it in the employee's lap. That'll show 'em who is boss!
Stupid Thing #10:
Stupid Thing #10:
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
Thinking all employees and all jobs should be assessed in exactly the same way using the same rocedures.
Do all employees need the same things to improve their performance? Of course not. Some need specific feedback. Some don't. Some need more communication than others. And of cours
Do all employees need the same things to improve their performance? Of course not. Some need specific feedback. Some don't. Some need more communication than others. And of cours
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
e jobs are all different Do you think we can evaluate the CEO of Ford using the same approach as we use for the person who cleans the factory floor? Of course not. So, why do managers insist on evaluating the receptionist using the same tools and criteria as the civil engineers in the of
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
fice?
(c) 2005, Robert Bacal, Bacal & Associates. You are welcome to "reprint" this article online as long as it remains complete and unaltered (including the "about the author" info at the end) all links are made live, and this copyright notice and indication of authorship are included
(c) 2005, Robert Bacal, Bacal & Associates. You are welcome to "reprint" this article online as long as it remains complete and unaltered (including the "about the author" info at the end) all links are made live, and this copyright notice and indication of authorship are included
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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