Difficulty of Conducting Performance Apprasals in an R&D Organisation
The work of an R&D organisation cannot be defined precisely
at the beginning of a year. This poses challenges for mid year and end of year assessments, especially if the work of organisation is on frontier technologies like at NASA. Further the work of scientists is creativity and innovation-oriented
and any attempt to review their performance should not backfire in terms of results.
Should we create a work culture of creativity, innovation and self-introspection rather than put such people on defensive during a performance review session? Can somebody share their experiences and suggestions in carrying out performance appraisals in R&D organisations, besides resorting to open performance appraisals in place of confidential PA systems?