Tags |
|
|
Links |
|
|
Suggest You - Conducting Performance Reviews
If you're grumbling and muttering all the time, complaining about your job or your situation, you aren't going to get very far with building your career success.People like to be with people that make them feel good and, frankly, no one enjoys a whiner. Boosting your career success can be as simple as building rapport with others you meet, even if you might not think they can influence the way your career develops. What's more, it's a far better sort of person to be!These ideas show how you can do this quickly, consistently and well:-1.
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,
I heard an advertisement on the radio the other day that surprised me, not because they were saying anything noteworthy, but because it was so banal. It was a national company’s ad. They pay an ad agency to write and produce their commercials. There are so many words at their disposal, so many descriptions, so many emotional statements to attract customers, why would they use the trite phrase, “ knowledgeable, friendly staff to serve you”? Even if they couldn’t think of anything exciting, they could have used, “if you’ve got questions, we’ve got answers”,
“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 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, t
What is the one thing that 90% of all print ads lack? A HEADLINE.When you read the newspaper, would you read an article without a headline? No. The headline gives you a “shorthand” for what the article is about. The Headline is what lets us know if we want to read the article.It’s the same with your advertisement. The Headline tells the reader “HEY! This concerns you! Read this!”Most ads fail to generate a profit. Here’s one major reason; The reader never read the ad. Why? There is no Headline to tell the reader why they should read
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 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,
Building a brand requires the same four questions necessary when planning a trip: When do I want to go? What do I want to do? Where do I want to go? How will I get there? It’s always a great time to plan a vacation, and it’s always a great time to build your brand.Consumers begin forming opinions of your product and organization as soon as you break into the marketplace.If you’re not controlling your image and message, it’s being controlled by others through their perceptions of you and your product. A successful brand strategy makes sure that a com
• 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 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,
Bad things can happen to your business -- fires, floods, tornadoes and hurricanes, are just a few of the many disasters that can wipe out your cleaning business in just a matter of minutes. You have spent years building up a successful cleaning business; don't let failure to plan for the worst ruin it. Although no one wants to think about it, planning ahead can keep your business from going under after a tragic event. Many businesses never recover from misfortune: the Small Business Administration (SBA) reported that in 2006 up to 25 percent of businesses
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,
After hearing Daniel Pink speak about his new book A Whole New Mind: Moving from the Information Age to the Conceptual Age for the fourth time, I finally read it cover to cover (less than a day). I finally got what he's talking about when he says jobs that are high touch are here to stay. That is, jobs that builds relationships between business and client whether it's B2B or B2C. To that end, he advocates that we incorporate more storytelling into our relationships, that we make a point with a story, not just facts which everyone knows they need but still f
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.
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.suggestyou.com/article/9177/suggestyou-Conducting-Performance-Reviews.html">Conducting Performance Reviews</a>
BB link (for phorums):
[url=http://www.suggestyou.com/article/9177/suggestyou-Conducting-Performance-Reviews.html]Conducting Performance Reviews[/url]
Related Articles:
Telecom Bill Management Audits
Bookmark it:
|