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[quote=Anonymous]^^^  I should add that those metrics should be communicated in advance.

It's unfair to suddenly institute a system after the fact (i.e., people are used to COL increases being given out equally and then suddenly they're not and management says, "it's because we're basing it on X,Y,Z now.)

The best thing to do is to divvy it up evenly now, and then communicate that going forward, this is the set of metrics upon which you will be evaluated next year and upon which your increase will be based.

If an employee doesn't know until the evaluation that they are evaluated on X,Y,Z, then they'll feel tricked.  And they won't feel any kind of assurance that going forward, the standards won't be changed again suddenly at the last minute.

Good management clearly communicates what they expect and what they use to evaluate performance in advance of that evaluation.  Good management also gives everyone the opportunity to work toward that.

That last part is important.  If your performance is based on how many widgets you produce, but your manager frequently takes you off of widget production to do other tasks (and doesn't count those tasks in your evaluation), then in essence management is setting you up for lower scores and setting the others not taken off of widget production for higher scores and higher pay.  [/quote]

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