The Squawk Point

Organisational Mechanics

  • Home
  • Blog
    • People
    • Data
    • Process
    • Wild Cards
    • Index
  • Podcast
  • Book

The Management Spork

20 October, 2013 by James Lawther 10 Comments

I grew up in the 80’s.

One of the breakthroughs of the decade was the Spork.

It was half spoon, half fork and if you bought the deluxe version, it had a serrated edge making it half knife as well (don’t think about that too hard).

The Spork was billed as the end to all your cutlery worries:

  • Why lay knives, forks and spoons at the table when you could use the Spork?
  • Think of all the washing up you could avoid.
  • For picnickers the Spork was the dream implement.

Unfortunately the Spork was next to useless

It didn’t cut like a knife, was too clumsy as a fork and as a spoon it leaked. It was jack of all trades and master of none.

The best tools are designed to do one job, not botched to do many.

Enter the management Spork

The end of the year is nigh, so those of us in big organisations are busy dusting down our appraisal forms ready for the annual round of performance management.

We know that performance appraisal is vital to an organisation, it fulfils so many important functions. Performance appraisals are used to…

  • Motivate employees
  • Encourage feedback and communication
  • Provide coaching
  • Set objectives
  • Allocate performance related pay
  • Evaluate promotion prospects
  • Make redundancy decisions
  • Provide a paper trail for dealing with poor performers

All in one handy and economical form and process.

But I’m not a fan, like the Spork I think appraisals would work better if they were designed to do one job well, not botched to do many.

Of course the link is tenuous

Comparing a 1980’s fad to a widely used management approach is hardly scientific.

So I will leave you with one last question:

In your last appraisal how did it feel when you were told your rating and annual increase?

  • Did it make you receptive to the developmental feedback?
  • Or did it feel like a weapon to force the conversation?

Feedback is great, when done well.

Is it time to rethink your H.R. processes?

If you enjoyed this post click here to have them delivered straight to your inbox.

spork

Read another opinion

Filed Under: Blog, Employee Engagement Tagged With: bad process, employee performance measures, form follows function, mixed messages, performance management, sacred cows

About the Author

James Lawther
James Lawther

James Lawther is a middle-aged, middle manager.

To reach this highly elevated position he has worked in numerous industries, from supermarket retailing to tax collecting.  He has had several operational roles, including running the night shift in a frozen pea packing factory and carrying out operational research for a credit card company.

As you can see from his C.V. he has either a wealth of experience or is incapable of holding down a job.  If the latter is true this post isn’t worth a minute of your attention.

Unfortunately, the only way to find out is to read it and decide for yourself.

www.squawkpoint.com/

Comments

  1. Annette Franz says

    21 October, 2013 at 5:11 am

    James, another great analogy. It’s definitely time to fix the performance appraisal. I’ve been on both ends… preparer and recipient… and neither is fun. As preparer, we’re shoe-horned into the guidelines given to us by HR – as a recipient, it’s painful to hear the output of that. Most of the time, they barely achieve one goal well much less all of those you’ve listed. :-(

    Annette :-)

    Reply
    • James Lawther says

      25 October, 2013 at 7:43 am

      I think you sum it up beautifully Annette…

      I’ve been on both ends… preparer and recipient… and neither is fun.

      Reply
  2. maz iqbal says

    21 October, 2013 at 3:16 pm

    Hello James,

    Once again you make a great point. And it occurs to me that you have not touched on the heart of the matter. So allow me to ask you a couple of questions.

    Would you agree that, as human beings, we are willing to pay a price (money, time, effort, barter) for that which shows up as being valuable to us?

    If you answer is yes, then I ask to consider the following questions:

    a) How many people in your organisation would be willing to pay (say just £20) for a performance appraisal?

    b) How many people would turn up for a performance appraisal if you did not charge anything, made it purely voluntary, and there were no consequences for declining the offer of a performance appraisal?

    c) How many managers and HR folks would be willing to adopt the practices that I have suggested here?

    It occurs to me that the performance appraisal is that which is imposed by the powerful on the powerless (or simply the less powerful). Whilst the powerful may be powerless to resist the performance appraisal they do resist it, as it violates fundamental human needs. So even if you focussed the performance appraisal on one objective, it occurs to me that the outcomes is unlikely to be any better.

    All the best,
    Maz

    Reply
    • James Lawther says

      25 October, 2013 at 7:42 am

      I agree Maz, it should be death by a thousand cuts as far as I am concerned

      Reply
  3. Adrian Swinscoe says

    26 October, 2013 at 10:51 am

    Hi James,
    Obviously, you don’t go camping very much as the spork or the three in one version with the serrated edge is revolutionary and loved amongst the camping and climbing community.

    I guess every variation will find its right home and perhaps the appraisal form and process may not have found its right home yet. That’s not to say its right home may be in the bin.

    Adrian

    Reply
  4. James Lawther says

    27 October, 2013 at 9:51 am

    I think I’d go for the “exception that proves the rule” tack on that Adrian, but then I would, wouldn’t I?

    Reply
  5. Phil Mendelowitz says

    11 November, 2013 at 1:17 am

    I’m still trying to quantify the monetary difference between a rating of _____X_____ and ______X____ ?

    Reply
  6. James Lawther says

    11 November, 2013 at 8:19 pm

    Me too Phil

    Reply
  7. Luis says

    12 November, 2015 at 9:46 pm

    For which Employee Evaluation process suffers from the most contempt around the world by the employees, managers
    and the whole organizations too. The plan should provide individual employees with specific goals,
    objectives and milestones needed to achieve their long-term professional objectives and goals.
    It seems like a classic case of ignoring the underlying issue.

    Reply
  8. James Lawther says

    15 November, 2015 at 9:47 am

    I agree Luis, something about wood and trees…

    Reply

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.

Explore

accountability assumptions beliefs best practice blame bureaucracy capability clarity command and control communication complexity continuous improvement cost saving culture customer focus data is not information decisions employee performance measures empowerment error proofing fessing up gemba human nature incentives information technology innovation key performance indicators learning management style measurement motivation performance management poor service process control purpose reinforcing behaviour service design silo management systems thinking targets teamwork test and learn trust video waste

Receive Posts by e-Mail

Get the next post delivered straight to your inbox

Creative Commons

This information from The Squawk Point is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.
Creative Commons Licence
Customer Experience Update

Try This:

  • Fish Bone Diagrams – Helpful or Not?

  • Regression to The Mean

  • Brilliance Alone Won’t Take You Far

  • Glory Lasts Forever

Connect

  • E-mail
  • LinkedIn
  • RSS
  • YouTube
  • Cookies
  • Contact Me

Copyright © 2025 · Enterprise Pro on Genesis Framework · WordPress · Log in