Managers are pushing back on new performance evaluation systems. How can you overcome their resistance?

The problem starts with thinking about performance evaluation as a system. Performance evaluation is about honest and constructive feedback, valued conversations and trust between the manager and employee. Establishing this enables the organisation to see value in performance evaluation. Without this foundation, performance management will always be perceived as an additional chore or drain on management time. HR needs to focus on coaching and supporting managers to develop skills to manage both positive and challenging conversations, create a culture where the benefit of performance conversations is understood and embraced, and then work with the management team to build a framework that is effective and personal to your business.

To introduce a new system or a process HR Heads need to take the team in confidence familiarize them with the new performance systems and enable them to see the benefits and how it will affect overall productivity. It is more about communication and clarity of purpose to reduce fears and inhibitions.

Sadly performance assessments even though they have been designed and redesigned multiple times, they haven’t been able to break the ground with managers. It is largely seen as bureaucratic and a tedious process. Managers should play a role in redesigning this important process, so that they get the outcomes that they are seeking from this process.

This question is focused on the tool that is used for Performance Management. The real focus should be on providing honest and timely feedback to employees on their performance. Everyone in management should support that or maybe they should not be a manager. Any performance management system must allow for systematic data collection and analysis on an enterprise level. The system should also have a development section where managers and employees can plan development activities for growth. For those managers that are pushing back, maybe you should ask them if they feel that they could do without their Warehouse Management System or their Production database. I would think not.

Resistance usually comes from a place of feeling unconfident about something new. I would pilot the scheme within the management team to show them that the change will be both beneficial to them, the team and the overall performance of the business. Seeing the positive outcome will motivate them to replicate it with their own teams

Regular coaching and Training Is really Essential. But here the quite essential role is played by Leadership and management group. So We need to assist leaders in understanding the significance of PMS and making the new system become user free. Which will surely help us in achieving the objective.

A small team or any small unit or plant  where the system may be readily  implemented should be chosen as the  pilot batch. Numerous bugs that we find while running the pilot batch can  be easily  investigated and modulated at lesser scale.

One thing I remember we once worked on was on focus study groups. A longitudinal projects was undertaken that takes on feelings at different times. At the beginning it becomes somewhat resistant and more negative responses but as the focus groups are being taught and thoroughly taken through their is more acceptance and their perceptions begin to slowly shift. Once they begin to integrate with the greater good of people. They begin to advocate for a complete mental shift and this just helps to glide the whole process into the organization.

Pilot programs work! Over the years I have worked on many transformations and piloting it first helps to iron out any problems and you can tweak to fit!

It is important to me for all of my team members to feel sense of belonging. When ever a new system has been launched be it an upgrade to an old system, it is important that all team members are brought upto speed with the new system. Also they have to be let it on on what the system does and how that helps to make their work easier. Doing this for me, coupled with training around usage and technological acceptance has proven to be an effective way to it and this way things are done easier. Creating an open door policy as regards changes help to foster creative thinking and team personal growth.

A fundamental change to any system needs to be treated as just that - a change project - with all the facets that go with it. If you don’t have any internal experts then get the “Effective Change Managers Handbook” which teaches the essentials in any change project.

Involve managers in designing the system and use pilot programs to test and refine it based on their inputs. In my experience, this is the key. When managers participate in the development process, they feel a sense of ownership and are more likely to support the new system. Pilot programs help identify and address issues early, ensuring a smoother rollout.

Organizational changes take time to be accepted. Implement new systems when issues arise or improvements are necessary and if the new system offers clear benefits.Here's how to overcome resistance: 1.Communicate Clearly, Consider Feedback & Highlight Benefits:Explain the benefits and purpose of the new system.Encourage open dialogue for feedback. 2.Involvement:Engage managers in designing the system.Use pilot programs to test and refine it. 3. Be Patient,Offer thorough Training and ongoing support for the new system. 4.Directly Address Concerns:Identify & address specific resistance points. Be flexible with adjustments. 5.Leadership Endorsement:Ensure senior leaders visibly support the system. Encourage influential managers to champion it.

This whole question and the sections herein is all predicated on the fact that HR is going to implement a new PM system that has already been chosen. I apologize if I hurt some HR people by saying “you don’t know everything”. I get there are companies like Gartner who fill the airwaves with best practice but to build a better mousetrap, involve the mice! They will be able to tell you what works and what doesn’t. Performance management is seen as a chore because that is how it is treated. Simplify competencies so the user can see the future and how they can grow. Create dissatisfaction with the current model to break down resistance and tie objectives to real life actions that are attainable. HR cannot create this alone.

The adoption of the new system also  required some time in our organization.  Success resulted from persistent efforts  through training and follow-ups.  However, I would state without a doubt  that we were only successful when we  were able to convince the leadership of  the significance of technology.  And eventually, the team unanimously  approved of it.