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Member You - Conducting Performance Reviews
In most industrialised nations the the supply chain of goods from source to end user has changed little for many years. Firstly there are the producers. Then the wholesaler, then the retailer and then the customer and consumer.In the U.S. the supply chain has always been pulled by downstream consumers. Europe had a different history where a mixture of world wars and interventionist governments led to supply chains that were pushed from the upstream end. Certainly, the rationing of the 1940's and beyond led to a culture of consumers who got what
Tips on Performance Reviews
• Be fair and objective by assessing job performance against pre-determined job-related performance standards.
• Involve the employee in th
Filing systems are not going away any time soon. The paperless world we thought was created with the advent of computers has done nothing more than create an exponential amount of reasons for us to generate more hard copy documents requiring storage such as file cabinets. This need for more office document storage has also increased the need for improved office filing systems.Reviewing the large selection of brand name office furniture retailers can be overwhelming. This is where I can draw on experience. With our combined years in various office set
“I have nine reviews I have to get done by the end of the month. I feel more pressure about completing the review than I feel an obligation to the employees to let them know how they are really doing. How I can help them.”
Additionally, since you only do one review a year, chances are you base your judgment about the employee’s performance on the last two months or so. If the employee happened to have done something wrong during that two month period, they get a poor review. Conversely, if they did everything right in those two months, they get a good review. A good review even if they performed very poorly throughout most of the year. Is that really justice? Follow these guidelines when conducting your reviews:
Situational Guidelines
Objective: To maintain or improve good performance in employees by providing specific performance feedback.
• Assumptions of employees are about getting “in trouble” so there is a tendency to be defensive and avoid issues.
• Physical surroundings can offset nervousness of both parties.
• When evaluating performance, four areas must be considered:
o Actual performance (numbers, results, etc.)
o Conditions of performance (market change)
o Your managerial support provided
o Attitudes, values and feelings demonstrated
• As a manager, you have prepared for the discussion with written notes (i.e. critical events file) and have spent 20 quiet minutes before the meeting on your objective.
• You should have a handwritten objective about employee beliefs and conclusions at the end of the meeting.
• The most critical part of the appraisal process is establishing your managerial intent:
o The objective stated above
o Your desire to be helpful
o Your responsibility for problems
• The key success criterion is that both parties feel better.
• Feedback on performance areas of concern is constructive only when:
o It is future focused
o You don’t ask “Why?”
o You itemize merits as well as concerns
o You provide alternatives
o You apologize for delayed feedback
• The action plan developed must have dates and expected results which include:
o What the employee is going to do
o What you are going to do to help
o What training will be provided
An annual appraisal should only be done if you have discussed monthly employee performance with the employee. As managers, as leaders, we owe it to our employees to help them develop their talents. It’s good for them, it’s good for us and it is good for the company. We need to make an individual commitment to every one of our direct reports that we will spend a minimum of thirty minutes per month discussing their performance. What they are doing well and what they need to work on. A simple four by six card noting your discussion thrown into their file provides tremendous insight when it comes time to do their annual review. (e-mail rick@ceostrategist.com for a sample card form) We now have twelve individual documented discussions to refer to when completing their review. It also will show their progress. How they follow direction. What kind of support, training, mentoring or coaching that has taken place over the course of a year?
Tips on Performance Reviews
• Be fair and objective by assessing job performance against pre-determined job-related performance standards.
• Involve the employee in th
Branding Services is a tactic that marketing executives and managers should not only understand, but also employ. Branding services helps your company clearly position your company over your competition by branding your product/service in the minds of your target markets. This helps build brand identity, brand image and overall brand equity.Once you build brand recognition with your products/services with your company, you're destined to establish total brand equity. Think about safe cars - there are thousands of vehicles to choose from for a safe ca
Situational Guidelines
Objective: To maintain or improve good performance in employees by providing specific performance feedback.
• Assumptions of employees are about getting “in trouble” so there is a tendency to be defensive and avoid issues.
• Physical surroundings can offset nervousness of both parties.
• When evaluating performance, four areas must be considered:
o Actual performance (numbers, results, etc.)
o Conditions of performance (market change)
o Your managerial support provided
o Attitudes, values and feelings demonstrated
• As a manager, you have prepared for the discussion with written notes (i.e. critical events file) and have spent 20 quiet minutes before the meeting on your objective.
• You should have a handwritten objective about employee beliefs and conclusions at the end of the meeting.
• The most critical part of the appraisal process is establishing your managerial intent:
o The objective stated above
o Your desire to be helpful
o Your responsibility for problems
• The key success criterion is that both parties feel better.
• Feedback on performance areas of concern is constructive only when:
o It is future focused
o You don’t ask “Why?”
o You itemize merits as well as concerns
o You provide alternatives
o You apologize for delayed feedback
• The action plan developed must have dates and expected results which include:
o What the employee is going to do
o What you are going to do to help
o What training will be provided
An annual appraisal should only be done if you have discussed monthly employee performance with the employee. As managers, as leaders, we owe it to our employees to help them develop their talents. It’s good for them, it’s good for us and it is good for the company. We need to make an individual commitment to every one of our direct reports that we will spend a minimum of thirty minutes per month discussing their performance. What they are doing well and what they need to work on. A simple four by six card noting your discussion thrown into their file provides tremendous insight when it comes time to do their annual review. (e-mail rick@ceostrategist.com for a sample card form) We now have twelve individual documented discussions to refer to when completing their review. It also will show their progress. How they follow direction. What kind of support, training, mentoring or coaching that has taken place over the course of a year?
Tips on Performance Reviews
• Be fair and objective by assessing job performance against pre-determined job-related performance standards.
• Involve the employee in th
When it comes to personality profiling, the human development industry has countless tests and assessments from which to choose. These instruments may differ greatly on the surface - in the number and names of the archetypes each model advocates and the method through which a person's type is determined. But at their core, they are all attempting to accomplish the same objective: divide humanity into a manageable number of types and describe each type as a set of distinct and demonstrable characteristics. These "psychometric" instruments are designed to
o Attitudes, values and feelings demonstrated
• As a manager, you have prepared for the discussion with written notes (i.e. critical events file) and have spent 20 quiet minutes before the meeting on your objective.
• You should have a handwritten objective about employee beliefs and conclusions at the end of the meeting.
• The most critical part of the appraisal process is establishing your managerial intent:
o The objective stated above
o Your desire to be helpful
o Your responsibility for problems
• The key success criterion is that both parties feel better.
• Feedback on performance areas of concern is constructive only when:
o It is future focused
o You don’t ask “Why?”
o You itemize merits as well as concerns
o You provide alternatives
o You apologize for delayed feedback
• The action plan developed must have dates and expected results which include:
o What the employee is going to do
o What you are going to do to help
o What training will be provided
An annual appraisal should only be done if you have discussed monthly employee performance with the employee. As managers, as leaders, we owe it to our employees to help them develop their talents. It’s good for them, it’s good for us and it is good for the company. We need to make an individual commitment to every one of our direct reports that we will spend a minimum of thirty minutes per month discussing their performance. What they are doing well and what they need to work on. A simple four by six card noting your discussion thrown into their file provides tremendous insight when it comes time to do their annual review. (e-mail rick@ceostrategist.com for a sample card form) We now have twelve individual documented discussions to refer to when completing their review. It also will show their progress. How they follow direction. What kind of support, training, mentoring or coaching that has taken place over the course of a year?
Tips on Performance Reviews
• Be fair and objective by assessing job performance against pre-determined job-related performance standards.
• Involve the employee in th
I have to admit it. I had almost no knowledge of the country of Romania just five short years ago, when I came here for the first time. What came to my mind were images of Dracula, Frankenstein, and under-cared for orphaned children, the kind that were featured in fund-raising specials that appeared on television when I was a kid. At least I can say that I knew for sure that it existed, and so did it's province of Transylvania. That's partially contrary to what I was taught in elementary school, by the way, when our teacher assured us that Transylvania was
o You itemize merits as well as concerns
o You provide alternatives
o You apologize for delayed feedback
• The action plan developed must have dates and expected results which include:
o What the employee is going to do
o What you are going to do to help
o What training will be provided
An annual appraisal should only be done if you have discussed monthly employee performance with the employee. As managers, as leaders, we owe it to our employees to help them develop their talents. It’s good for them, it’s good for us and it is good for the company. We need to make an individual commitment to every one of our direct reports that we will spend a minimum of thirty minutes per month discussing their performance. What they are doing well and what they need to work on. A simple four by six card noting your discussion thrown into their file provides tremendous insight when it comes time to do their annual review. (e-mail rick@ceostrategist.com for a sample card form) We now have twelve individual documented discussions to refer to when completing their review. It also will show their progress. How they follow direction. What kind of support, training, mentoring or coaching that has taken place over the course of a year?
Tips on Performance Reviews
• Be fair and objective by assessing job performance against pre-determined job-related performance standards.
• Involve the employee in th
Making the transition from college student to full-time member of the workforce can be a difficult time for many graduates. Many graduates will accept responsibilities for their own lives and their own financial support for the very first time. A surprising number of graduates are advised of the challenges of finding a good job in the current job market. Many graduates are advised to simply apply for and accept any job that comes to their attention. Unfortunately, far too many new graduates are guided by this advice and settle for jobs in which they are
Tips on Performance Reviews
• Be fair and objective by assessing job performance against pre-determined job-related performance standards.
• Involve the employee in the development of the action plan.
• Include specific and measurable goals with action plans on how to reach them. Set time frames to review accomplished goals, identify possible obstacles and identify ways to overcome them.
• Encourage feedback from your employee.
• Review a summary of your feedback by beginning with the employee’s strengths and then tactfully move into the weaknesses.
• End the review by summarizing the action plan for improvements, so your employee clearly understands what’s expected of him or her. End on a positive note and set a date for the next review.
Remember, employees are your most precious asset. Respect them, train them, coach and mentor them, trust them and they will create competitive advantage for your company.
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