Wally Hauck, PhD, CSP
A leader is a professional who is responsible for a standard of care of the organization and its stakeholders (employees, customers, investors). The use of the typical appraisal process is a breach in that standard of care. Its use causes injury to employees, customers and investors in ways that often cannot be measured. The injuries are emotional and are manifested in the lower employee engagement, lower productivity, poor quality and poor attitude. Most Human Resource professionals, CEOs and attorney attribute the failure of the typical performance appraisal to poor management skills and or poor training of those managers who must implement it. This is incorrect. The techniques used by managers who conduct the typical appraisal meetings are the cause of failure. The book makes a strong case that it’s the design and the premises which underlie that design which are flawed. The book explains how these flaws cannot be overcome by even the most skilled of managers. The flaws can only be fixed by leadership and any leader who ignores this responsibility is guilty of malpractice. It’s in the assumptions and decisions of the leadership that must change first to make way for a replacement which more closely aligns with natural law and with the requirements of our “new” knowledge economy.
Why Do Employees Behave Like Children?
Virtually every Human Resources person I have spoken to in the past 15 years vigorously shakes his/her head up and down whenever I ask if they regularly see employees behave like children. Why is it that adults behave like children at work?
About the Author
Wally Hauck, PhD has a cure for the “deadly disease” known as the typical performance appraisal. Wally holds a doctorate in organizational leadership from Warren National University, a Master of Business Administration in finance from Iona College, and a bachelor’s degree in philosophy from the University of Pennsylvania. Wally is a Certified Speaking Professional or CSP. Wally has a passion for helping leaders let go of the old and embrace new thinking to improve leadership skills, employee engagement, and performance.
Wally embraces Dr. W. Edwards Deming’s Theory of Profound Knowledge which helps leaders to remove obstacles that block effective performance. As a professor of Organizational Change and Development at the University of New Haven in Connecticut Wally received the highest ratings of all professors in 2012
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