Management Information |
Setting Clearer Performance Expectations
The annual performance review. Stating this phrase guarantees some reaction for anyone who has ever had one, or had to give one as a supervisor or manager. In my experience in working with organizations, that reaction is seldom positive. The concept behind the performance review or evaluation is a good one. It is a chance for someone to discuss their accomplishments, get feedback on their progress, and build a plan for continuous improvement. The idea makes sense, which is why every organization I've worked with has these meetings between a supervisor and an employee. Unfortunately, while the idea is sound, far too often, in execution, these meetings are ineffective at best, and counter-productive at worst. While there are many reasons why this is true, one of those reasons is that supervisors don't know how to do one of the most critical parts of this event effectively - setting clear performance expectations. Without clear expectations from the previous year, the discussion becomes too subjective - one of the major (justified) reasons employees don't find these reviews valuable. Without clear expectations set for the coming year, people don't know what to work on throughout the year, beyond vague generalities or assumptions. This then sets them up for yet another largely subjective review next year. Some Criteria These expectations should be: - Connected to the goals and objectives of the organization - Clear and agreed upon - Developed jointly Applying these three criteria to the expectations you set during these meetings will improve the relevancy and clarity of the expectations. And by jointly developing them you improve the commitment of the employee to both the process and the expectations themselves. Getting There Once you know what successful expectations will look like with the criteria, the next question becomes, "how do we get there?" Here are some tips to help you identify, clarify and agree to performance expectations. 1. Start with organizational goals. Help the employee understand department and organizational goals. Discuss how their work can positively impact the achievement of those goals. Use that perspective to develop any performance expectations that directly link their work to those goals. 2. Ask questions. One of the biggest mistakes you can make during a performance review meeting is to do all of the talking. Get the employee to discuss their expectations and goals for the coming year. Start by asking questions - especially open ended ones. Perhaps you have some very specific things you want to include - you can add your items later in the conversation. Ask first and ask often. 3. Be quiet. If you are going to ask? you have to be quiet and listen. Be patient. They might not have an immediate thought - or they may be scared to say much if this is a different approach than they have experienced in these situations before. Ask the questions expectantly, rephrase them if needed, be patient and keep your mouth shut. If you are going to jointly create these expectations, you have to let them talk. 4. Acknowledge their feelings and perspective. You may not agree with everything they say. You may see their proposed expectations missing the mark slightly. Remember this is a conversation. Don't judge too quickly. Even if you want to influence them to a different view, acknowledge how they feel, even if your feeling is different. 5. Challenge them to stretch. One of the best things we can do for people is encourage them to stretch their performance. Help people raise their expectations a little bit more. How do you know it is a stretch? When is feels like a challenge, but isn't unbelievable. Setting expectations of improvement levels that people can't visualize achieving is likely beyond a stretch. Set expectations that raise the bar a little - and that drive people towards their potential. 6. Be specific and descriptive. The expectations need to be descriptive and clear. If they are vague, they are open to interpretation and won't be met to anyone's satisfaction. Make them specific and write them down. 7. Restate and clarify. The meeting can't end until you have agreement on the expectations, and you can't get agreement unless they are clear. Review the notes that have been written down, and make sure that you both agree that they say want you want them to say, and that when you both read them in 2 days or 2 months, that they will still mean the same thing. 8. Gain agreement. Get people to commit to the expectations that have been created. Give space for them to share concerns or frustrations, but leave with a commitment to work towards these expectations. Your organization may want people to sign their performance reviews or plans. Beyond those requirements, having people sign their expectations and agreements is a powerful piece of people committing to achieve something. So consider having people sign, even if it isn't a part of your organization's process. Taking these steps will help you create job expectations that will meet both the organization's and the individual's needs. It will also be a springboard to helping make those performance reviews more valuable - for everyone. Final Note Perhaps as you read this list you didn't see anything earth-shattering or new. If so, my question to you is - are you doing all of these things, even though you know them? Kevin Eikenberry is Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. To receive your free special report on "Unleashing Your Potential" go to http://www.kevineikenberry.com/uypw/index.asp or call us at (317) 387-1424 or 888.LEARNER.
MORE RESOURCES: Unable to open RSS Feed $XMLfilename with error HTTP ERROR: 404, exiting |
RELATED ARTICLES
What is Six Sigma? Six Sigma is a highly disciplined process focused on satisfying customers by delivering nearly perfect products and services. In today's competitive market, consistently maintaining satisfied customers is essential to growth and success. Profits and Business Success - 5 Profit Traps to Watch Out For The old saying 'You have to spend money to make money' can be a dangerous one. Every business has it's costs, but not every business owner takes the time to distinguish between what is an essential expense, and what is a 'nice to have' expense. Top Ten Tips About People Management To get the best results you have to be very good at Managing People.. Passion for Profits Business owners and managers are busier than ever. As their businesses grow and become more complex, they find that they don't have the time to be all things to all people. How to Reduce Temporary Employee Turnover The use of temporary services to stock a farm of employees is beneficial in a number of ways for an employer, and detrimental in others; but the one that will always be heard is that good labor is hard to find when using these services.This is a very real and expensive reality for some, and the blame always falls on the employee. Meetings and Road Trips Managing a meeting is like setting off on a long car trip with friends or family. You need to plan your route, pay attention to the rules of the road, consider what will keep your passengers engaged and occupied, and always remember you have to get back home at the end. Top Ten Tips About Communicating with Your Employees Effectively Communication is the basis of who you are as a manager/leader in business. The rules are simple and the good news is that you can learn them and develop your skills. Keys to Feeling Powerfull In An Uncertain World Life has always been full of uncertainties. Over the last several years with downsizing, bankruptcies, scandals, crime, the economic environment, and the threat of war, people are feeling power-less, fearful, and stressed about their present and future lives. 7 Tips for Growing Your Business You Do Not Want to Ignore: Business Strategies To Easily Implement Growing companies must always be ready for the next challenge. If you fail in meeting critical business challenges you will not grow. Allowing Employees Responsibility Merely assigning a task with detailed instructions is not effective delegation. An employee cannot grow without the freedom to make decisions on how the job should be done. Management Procedures Usability - How to Improve Are your people consistently following your procedures? Each year, organizations lose thousands of dollars through common mistakes and lapses in usability. But what does that mean for business owners and executives?Ask yourself: ? Are your required actions described thoroughly and accurately, or are the details left open to interpretation?? Is your content consistent and complete, or are your writers leaving gaps no one has noticed?? Are revisions controlled, or are different people using different versions?? Are your procedures compliant with regulations? Are you sure?? Are all documents written to produce clear, measurable results?If you're unsure about any of the answers to these questions, there is good news: you can make your procedures clear and complete without combing through all of them yourself line by line. How to Get the Best from Outsourcing There's a great little article ('Business Lifeforms') on the back pages of the UK's leading management magazine, Management Today each month. It's a spoof (at least I think it is!) about some fictitious key player in a fictitious organisation. He Hate Me: Turning Their Bad Attitude Into Your Great Results "He Hate Me" was the nickname of Rod Smart, a leading rusher in 2002 for the Las Vegas Outlaws of the now defunct XFL pro football league. Looking for an edge, the XFL allowed players to put nicknames on their uniforms. Making Meetings Work We have all attended meetings that were boring, mindless and profoundly ineffective. Meetings don't have to be a waste of time. Five Habits of Highly Effective Conflict Resolvers Steven Covey had the right idea. There are discreet skills and attitudes, habits if you will, that can elevate your conflict practice to a new level. Difficult Staff - It Pays To Get To Know Them Better It's very easy for a business owner or manager to fall intothe trap of condemning one of their team as a no-hoper or aproblem child.It may turn out that this person shouldn't be on your teamhowever as Abraham Lincoln once said about someone he had aproblem with - "I don't think I like that man, I must get to know himbetter. How to Create a Positive Work Atmosphere Positive versus Negative WorkplacesWe have all worked in places where we grew to dread getting up in the morning, and a few of us have had the pleasure of working for a boss who makes us feel like we can do anything. Let's take a look at the differences between a positive and a negative work environment. How Invisible Communication Barriers Kill Productivity Many kinds of interferences or disturbances can confuse a message. Communication specialists call them ''noise. Effective Meetings by Phone - Part 2, How to Hold a Teleconference Even a well-planned teleconference can go poorly. Some people treat any meeting as a casual social activity instead of as a serious business project. Five Reasons Why Leaders Fail to Create Successful Change A bold title, don't you think? I mean, change is a complex thing, so to define five reasons seems to oversimplify the issue.Let me be clear. |
home | site map | contact us |