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Employee performance systems may inaccurately measure performance for many reasons. Some common reasons for inaccuracy include infrequency of feedback, subjectivity or bias from leaders, outdated performance expectations and job descriptions, and using metrics and templates that do not adequately measure an employee$$s performance and contribution $($Long & Singh, $2018).$

Another challenge with performance management systems is ensuring employees find value in the process. If the performance review or appraisal system does not provide the employee with meaningful feedback and recognition, they may not see the value in the process or appreciate the feedback. I have worked in organizations with quite good performance systems and others with no system or very mediocre systems. I work in a unionized environment, although my role is not part of a union $($but is part of an association$).$ Many unions have eliminated performance feedback, and my association has an annual performance review procedure that I do not find very effective. The system consists of the employee highlighting five significant initiatives from the previous year, and highlighting any training and development completed or in progress. The employee$$s leader then completes a check$-$box survey to rate the employee on various performance elements and adds written feedback into a comment box. The employee receives an overall rating based on a scale, which affects a slight merit increase. The leader and employee then meet to discuss goal setting for the future. Several employees mention problems with the system: it does not allow for many nuances in capturing unique aspects of performance; it only occurs once per year. It can be challenging to narrow the year into short points, and in many units, there is a limit to how many employees can be rated at each level overall. The limit on the number of employees per rating means that even if an employee receives a high rating, they may be moved down based on overall numbers. Many employees do not find much value in this current system and do not feel it accurately reflects their performance over the year.

If there were an opportunity to modify the performance system, it would be beneficial to improve its validity to ensure that it accurately measures and assesses performance and provides meaningful feedback tied to organizational objectives $($Long & Singh, $2018).$ If employees do not find the results or feedback of the performance assessment meaningful, it will likely not contribute to engagement or performance improvement. Also, it would be beneficial to incorporate aspects of continuous feedback to ensure leaders and employees can discuss performance and goals throughout the year instead of only once. Incorporating continuous feedback can allow for greater engagement with the process, a more accurate understanding of performance, and more fair and effective assessments.