Too irrelevant to the team leader.
Such are the complaints heard repeatedly about Performance Management and Engagement systems.
And these don’t even touch on the biggest problem of all: current systems produce a tidal wave of unreliable data. The ratings they yield are based on the notion that, with enough time and training, managers (and peers) can become reliable raters of other people’s skills and competencies. Sadly, that’s not true. A large body of research reveals:
61% of your manager’s rating of you is a reflection of the
manager, not of you. Your organization, apparently unaware of this, then persists on paying you, training you, and promoting you—and everyone else in the organization—based on these flawed ratings.