Providing Performance Feedback
Getting on Track with Providing Feedback
A recent survey showed that for a growing number of employees, the "annual" performance review is no longer a once-a-year occasion. Nearly 4 in 10 (39%) executives recently said their companies schedule these meetings either twice a year or quarterly.
The OfficeTeam survey asked 150 senior executives from the nation's 1,000 largest companies, "How often, if ever, do you conduct formal performance appraisals of your staff?" Their responses were:
Quarterly - in 2007 8%, and 2002 10%;
Twice a year - in 2007 31%, and 2002 19%;
Once a year - in 2007 58%, and 2002 66%;
As necessary - in 2007 1%, and 2002 2%;
Never, don't conduct formal appraisals - in 2007 2% and 2002 3%.
"Many workers are apprehensive about performance reviews, but, with preparation, these meetings present an opportunity to highlight accomplishments, identify future career goals and make a case for a raise or promotion," said Diane Domeyer, executive director of OfficeTeam.
"Employees whose firms do not have a formal evaluation process, or who seek more frequent feedback, should take the initiative to schedule informal meetings with their managers to discuss their progress on the job," she added.
Best-in-class organizations concentrate on measured performance and frequent feedback, and top performance companies are increasingly looking at competency models to develop top organizational performance. And, one of the key ingredients to competency models is individual employee performance feedback.
Some Perspective
Many consulting organizations have competency models that can be used in the development of several essential human resource solutions. One of the key pieces of the competency process is the performance management process.
Once you identify the behaviors of high performers within a company, often you want to clone those behaviors and take it across the entire organization, especially to those who seem "performance challenged". Indeed, figuring out how to get your employees to perform better doesn't have to be a mystery or something out of a science fiction movie. It could be as simple as starting with the basics of providing performance feedback.
Sharp Electronics Corporation developed a core competency model seven years ago. Senior Director of Corporate Training and Communications, Richard Montier, Vice President of Corporate Human Resources, David Alai, and President of Kramer Consulting Solutions, Diana Kramer teamed up to write an article for Training and Development magazine last July. In it they write, "The company set out to clarify the knowledge, skills and behaviors that would enable employees to achieve."
Their model emphasizes three broad areas of competency applications: developing people, selecting top talent and performance management. Emphasis on employee performance is based on mutual expectations.
A Solution
Feedback is a way of keeping your team members on track and doing the kinds of things that exemplify high performance. Feedback does require an investment of time, but it is worth it if your intention is to contribute to a top performing organization.
Positive assessment is a great way to motivate an employee and build self-esteem by acknowledging what the individual is doing well. It also eliminates performance challenges early on, so you can move the employee toward the competencies that are desired for maximum performance.
You can reinforce the good things that are happening in your organization and begin to replicate that top performer behavior by modeling a performance feedback process with your team leaders that has been proven to work. It includes these elements:
- Assess performance
- Base performance assessments on facts and behavior
- Use positive feedback to motivate team members
- Gain team member participation in assessment
- Gain team member commitment to the change needed to improve performance
The Leadership Essentials Series is designed to meet your training and budgetary needs. Want to learn more about "Providing Performance Feedback" or the complete Vital Learning leadership development curriculum? Available in Classroom, Online, or Blended delivery options, the Vital Learning curriculum includes the following essential topics.
-
Coaching Job Skills - understanding why coaching is important and how it supports company goals
-
Disciplining - understanding how to discipline others to eliminate problem behavior
-
Complaints - being able to effectively manage complaints
-
Project Management - being able to run projects, both on-time and on-budget
-
Conflict - understanding how to successfully resolve conflict
-
Hiring Winning Talent- knowing what to do to consistently hire the right talent
- And more...
For detail go to www.TheLearningEngine.org |
