90% of employees believe they are amongst the top 10% of the performers in their company

Somewhere amongst self-esteem, performance evaluations, annual reviews, and reality, a disconnect the size of the San Andreas fault has befallen working adults.  We expect this kind of response from our youth because, well, we brought them up to believe not just that they were all above average but that they were all worthy of homogenous praise for their talents and a winning season. Everyone gets a trophy at the Chuck E. Cheese sports banquets, those events at which tokens swarm the game slots like bees after Pepsi spills on a national park trash can swing lid.  Under this system, the kid who can’t land a token in a slot with direct contact has pitching talent equal to that of The Big Machine, Randy Johnson. The Barometer wonders, whatever happened to telling kids and employees the truth?If there is this much of a perception vs. reality gap (and the data come from a 2007 BusinessWeek survey), we could perhaps use some introspection at what managers are saying to and writing about employees and what parts of those messages employees actually hear  The Barometer is no HR expert, but the breakdown in communication between managers and employees is not unique to performance issues.  Employees go through state-of-the-art ethics training, sign off annually on their companies’ codes of ethics, and promise to love, honor, and obey that code.  But, when the Barometer slinks in to help a company with issues, the employees have a universal response to their reasons for circumventing, ignoring, or defying that code, “I’d be a fool not to make my numbers after what my supervisor (manager)(VP) (put any managerial title here) said, even if it means crossing a few lines here and there.”  The Barometer’s experience is that those with this mindset cross lines both here and there. It doesn’t matter what you said; what matters is what they heard.  From this survey we learn that employees have a tendency to twist the management message in their favor.

The Barometer is not an advocate of the old, “You just stink at your job,” shock therapy.  However, it would be nice if employees understood what they needed to stop doing, what they were doing that they should keep doing, and how they could improve what they are supposed to be doing. Candid discussions on performance are never pleasant.  The Barometer has been grading students for 33 years and feels your pain.  But, neither students nor employees get better unless they know.  These data show that they REALLY don’t know.

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About mmjdiary

Professor Marianne Jennings is an emeritus professor of legal and ethical studies from the W.P. Carey School of Business at Arizona State University, retiring in 2011 after 35 years of teaching undergraduate and graduate courses in ethics and the legal environment of business. During her tenure at ASU, she served as director of the Joan and David Lincoln Center for Applied Ethics from 1995-1999. In 2006, she was appointed faculty director for the W.P. Carey Executive MBA Program. She has done consulting work for businesses and professional groups including AICPA, Boeing, Dial Corporation, Edward Jones, Mattel, Motorola, CFA Institute, Southern California Edison, the Institute of Internal Auditors, AIMR, DuPont, AES, Blue Cross Blue Shield, Motorola, Hy-Vee Foods, IBM, Bell Helicopter, Amgen, Raytheon, and VIAD. The sixth edition of her textbook, Case Studies in Business Ethics, was published in February 2011. The ninth edition of her textbook, Business: lts Legal, Ethical and Global Environment was published in January 2011. The 23rd edition of her book, Business Law: Principles and Cases, will be published in January 2013. The tenth edition of her book, Real Estate Law, will also be published in January 2013. Her book, A Business Tale: A Story of Ethics, Choices, Success, and a Very Large Rabbit, a fable about business ethics, was chosen by Library Journal in 2004 as its business book of the year. A Business Tale was also a finalist for two other literary awards for 2004. In 2000 her book on corporate governance was published by the New York Times MBA Pocket Series. Her book on long-term success, Building a Business Through Good Times and Bad: Lessons from Fifteen Companies, Each With a Century of Dividends, was published in October 2002 and has been used by Booz, Allen, Hamilton for its work on business longevity. Her latest book, The Seven Signs of Ethical Collapse was published by St. Martin’s Press in July 2006 and has been a finalist for two book awards. Her weekly columns are syndicated around the country, and her work has appeared in the Wall Street Journal, the Chicago Tribune, the New York Times, Washington Post, and the Reader's Digest. A collection of her essays, Nobody Fixes Real Carrot Sticks Anymore, first published in 1994 is still being published. She has been a commentator on business issues on All Things Considered for National Public Radio. She has served on four boards of directors, including Arizona Public Service (1987-2000), Zealous Capital Corporation, and the Center for Children with Chronic Illness and Disability at the University of Minnesota. She was appointed to the board of advisors for the Institute of Nuclear Power Operators in 2004 and served on the board of trustees for Think Arizona, a public policy think tank. She has appeared on CNBC, CBS This Morning, the Today Show, and CBS Evening News. In 2010 she was named one of the Top 100 Thought Leaders in Business Ethics by Trust Across America. Her books have been translated into four different languages. She received the British Emerald award for authoring one of their top 50 articles in management publications, chosen from over 15,000 articles. Personal: Married since 1976 to Terry H. Jennings, Maricopa County Attorney’s Office Deputy County Attorney; five children: Sarah, Sam, and John, and the late Claire and Hannah Jennings.
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