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Employee Evaluations – The Good, the Bad and the Ugly


targetpracticeDo people in high places think they are above us? Why is it that they can evaluate us and us not them!!!

I don’t mean 360 degree reviews I mean outright performance reviews!!

Why don’t we switch roles and give our boss that evaluation. I bet the likelihood is that they would happen a lot more often!

Not so much the way things happen today. Most business is simply awful at what is the most key “business meeting” that can take place in any business.

Yes you read correctly. A performance review is a business meeting but just go into most organizations and they still rarely take place.

Performance evaluation processes Suck!

We are all about “big data” and metrics for everything!!!

Yet the very people that we rely on to make all that happen don’t even get the respect of a conversation about how they feel or what they need! And when they do it’s often ONCE a year.

How often does your business review its financials?  You get the picture.

HR is often at the center of the controversy. There is too much paperwork and forms!

That may be true when we want to complicate things like adding competences and behaviors and values etc etc.

Call me simplistic but there are only three questions we need to talk about in our business review.

  1. How are you doing against your goals?
  2. What do you need to help you achieve those goals?
  3. What goals do we need to agree on to move things to the next level?

AND lets do it at least ONCE a MONTH.

ONCE a Year it TOO Late to be of any value!

Picture courtesy of ‪digitalbloggers.com

 

 

 

 

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10 things on HR’s must do list!!


The Seven Virtues of Performance Reviews


I recently wrote a blog about the “seven sins”, and was being asked so what’s the follow up? Here it is!

So when we get the reviews right what do we really get out if it?

I often hear this from managers that bemoan the fact that reviews take up so much of their time

To those guys.

 

I say if you don’t have time to manage your people, then DON’T BE A MANAGER!!!

So here are the Virtues:

  1. We will always know both what has to be achieved and what specific capabilities must be learned and maximized in order to achieve it.
  2. We will always know before sitting down with the person what they have achieved in terms of results, forecasts and learning’s.
  3. We will therefore devote any performance review meeting to the person’s development or rather more accurately improvement needs.

 

  • What was the “gap” between outcome and forecast?
  • Why was there a gap?
  • What could both parties have done differently?
  • What has to be done in future – who and when and how?
  • How can we ensure it happens?

4.  We will identify with individuals and teams what capabilities are necessary not only to do the job in hand but also improve it!

5.  We will make sure they actually know to both our satisfaction what the priorities are.

6. We will keep our “feet on the ground and our eyes on the hills” In other words our target setting will not be based on “same old same old – status quo” nor on  minimal improvement but actually on excellence. – How good could we really be?

7. We will regularly and openly confront omissions and weaknesses while at the same time recognize achievements and strengths wherever they are genuine!

So there you have it. That’s one way to improve your people who in turn will improve your business!

All of this can and must be turned into dollars for there is no doubt in addition to the person improving you will see bottom line results!

 

Leaders don’t need job descriptions- Lets get down to Business!


How often do you hear? Not in my pay grade, not my job, not in my job description!!

Too much!! Get real do you want to make a difference or keep your job!!

Fire those guys who don’t. We do not want or need them!

In today’s world we simply don’t need those folks around us. Work life and business is hard enough. Dislocated people need to get off the bus now! We want energy!!How much time is wasted in creating, changing, aligning and then doing performance reviews against the words of job descriptions which in any event are part of the old business world of command and control!

They are out of date folks, business has moved on a long way since then. Who does not get that one?

Anyway for those who still wish to cling to job descriptions, they are out of date as soon as you write them. Do we not realize that business changes every day!

Lets get with it!!  Gen Y, Millenniums and Gen Z need to be inspired not put to sleep reading crafted words, which “do not compute” and are from a distant era. Heck we all want to be inspired says this Gen X’er.

So lets stop the stifling and start the energy of creativity and excitement!

Highly engaged people don’t need to be restricted they need to be refreshed and refueled!

What purpose do job descriptions serve? The get out of jail card? The protection against the disinterested the dislocated employee?? Well that’s ripe.

Anyway most managers don’t use them effectively because. You know those answers!

So I hear you say we need to know the essential duties of the job!!! – That’s simple “Get the job done within your abilities! – Safely, legally and respectfully!! How can I help?”

I don’t hear much discussion when we speak about the success of our leadership, I certainly don’t see a rush for a job description to find out whether our leaders have been successful.

So what do we need for a successful business and the ability to attract people who want to work for us?

  1. Relevancy and currency in what we do and how we practice our business.
  2. Produce Mission statements for people roles – which clearly identify  – context and accountability. – Your purpose here is to seek opportunities to improve…
  3. Promote self-managed teams who get the job done – people have brains and they want to use it- and by the way this method works! There are very businesses where people work alone.
  4. Make it a core recruitment requirement that the purpose of any new recruit is to come to work to build a business and as key contributors– we want their energy, hearts and minds, brain and personality, relationship skills and the “can do” mindset. Otherwise no bus rides for them!
  5. Figure out and fast how to get the dislocated of the bus and sort out crappy recruitment practices that let the wrong employees on the bus
  6. Define the opportunities not the constraints’ of what we want from people and what we expect of them. Then let them figure it out!
  7. Get rid of bureaucracy  – fastest way to dislocate people from what they do

As leaders lets develop the talent that develops the business

Focus on the mission of the job role and let the people and the team figure out what needs to be done with freedom, energy, connectivity and passion

As Leaders our job is to define the vision and mission and then

Create the environment that people can succeed

Communicate the real issues

Connect with everyone within the organization

Collaborate to inspire inclusion

Coach to develop yourself and others

Do all these things and let’s see how much we really need all that paperwork Lets talk about competency and free people from the boxes and the chains of job descriptions.

(Pic- Anton Tang)

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