Dual Performance Appraisal System

Overview

The key difference between a traditional performance appraisal system and the dual performance appraisal system is that the dual performance appraisal system uses two discrete appraisal ratings to measure leaders' performance; one rating for their business result objectives and one rating for how well they execute their leadership role.

The business result objectives arise out of the annual organisation goal-setting process including financial measurements. The measurement of how the leaders execute their leadership role is anchored in the organisation's leadership competence model and explicitly defined for each leadership level. By rating leaders separately on their leadership performance you support them in their own transition into effective leaders.

However, the key to success does not lie in just having a discrete rating for leadership. It lies in measuring the leaders at each leadership level on “the job that has to get done” rather than on wishful thinking about what the perfect leader looks like. Reality is that a good leader can be defined in various ways depending on whether he/she is leader of others, leader of leaders, functional leader etc. Consequently, you must define “the job that has to get done” in accordance with the Leadership Pipeline concept. Rather than starting on a blank piece of paper on this exercise you might want to tap into Sirrah’s generic model and expertise in customising this model.