Podcasts about performance appraisals

Send us a MessageIn this episode, Sue engages in conversation with another member of Capstone's coaching team, Julie Coneset. They discuss the intricacies of performance appraisals and the importance of transforming them from mere tasks into meaningful leadership practices. They explore the significance of preparation and planning, creating valuable conversations, understanding employee goals, and the role of self-evaluations. The conversation also addresses the pitfalls of overrating employees and the necessity of honest feedback. Julie shares insights for new leaders and the challenges faced by interim leaders. They emphasize the importance of continuous feedback throughout the year to alleviate the pressure of annual evaluations.Performance appraisals should be embraced as valuable leadership practices, not just tasks.Preparation and planning are crucial for effective performance evaluations.Creating a two-way dialogue during evaluations enhances their value.Self-evaluations provide insight into employee perceptions.Avoid overrating employees to avoid reinforcing undesired behaviors or subpar performance.Continuous feedback throughout the year reduces pressure during evaluations.Be present and free of distractions during evaluations.Training leaders on evaluation expectations can support their use of annual evaluations as a helpful leadership practice.Join our weekly Newsletter email list and learn more about Capstone's approach to improving and growing small healthcare organizations:  https://www.capstoneleadership.net/

If you hate any sort of formal evaluations or performance appraisals, maybe it's not you. However, it is only through compassionate awareness that you get better and we can align our thoughts and actions to what you want. In this episode: •        Learn why performance evaluations can be challenging to improving performance for women specifically. •        Get an evaluation method that will empower your performance, help you grow, and get over the dread associated with performance appraisals.   Resources mentioned: Get a cheat sheet for Liz's self-evaluation process and get on the wait list for the soon-to-launch group coaching program at www.lizmayercoaching.com

Let's face reality: yearly reviews should be extinct. Top performers hate them, and most managers are terrible at delivering them. In business management, annual performance appraisals are standard practice for evaluating employee performance, setting goals, and making decisions about promotions, pay raises, and terminations. However, beneath their seemingly systematic structure lies a cognitive bias that often skews the evaluation process: the Peak End rule.  Listen now and learn what to do instead!

This week, we look at Performance Appraisals. Dating back to the 3rd century, these systems try to solve many of an organisation's performance management and leadership challenges but often destroy more value than they create. We look at the pros and cons of the process and, if you have the opportunity, discuss some of the things to consider when improving it. Most importantly, if you cannot change your organisation's approach, we discuss how you can at least survive the annual process and maybe even thrive and get the best results for you and your team.If you've got any questions or comments or need help surviving your annual performance appraisal, then get in touch with Jimmy@ajobdonewell.com or James@ajobdonewell.com.

Where do you stand on the performance appraisal debate? Some say it's just too hard to do well and, when not done well, it does more harm than good. Others say it's essential and we just have to get better at it. What do you think? I'm genuinely interested!! Many companies still do them though so I was curious and reached out to Sue Ingram of Converse Well to talk about it. She is certainly a wonderful person to talk to! I'd recommend her anytime for a conversation. She also knows a lot about HR including performance appraisals. Some of the tidbits from our conversation:

 Have you had performance reviews where you thought, "What is the point of this?"  Mon-Chaio and Andy examine the concepts and implications of performance management systems. They swap experiences and insights on the challenges and inefficacies of performance management practices and cover the inconclusive evidence of their effectiveness. Mon-Chaio raises alternative perspectives on employee performance, including Organizational Citizenship Behavior (OCB), and Andy brings up the difference between relational and transactional approaches. The conversation also touches on expectancy and reinforcement theories, questioning their applicability in motivating employee performance. Find out what they think you can do to have better performance management in your team. Transcript: https://thettlpodcast.com/2024/03/18/s2e11-performance-management-what-is-it-good-for/ References Performance Management Systems: A Conceptual Model: https://www.researchgate.net/profile/Richard-Laughlin/publication/223672241_Performance_Management_Systems_A_Conceptual_Model/links/650217c98d6da36cc877db12/Performance-Management-Systems-A-Conceptual-Model.pdf Performance Concepts and Performance Theory: https://www.researchgate.net/profile/Michael-Frese/publication/291062476_Performance_Concepts_and_Performance_Theory/links/59f30e8daca272607e270163/Performance-Concepts-and-Performance-Theory.pdf Does Performance Improve Following Multisource Feedback? A Theoretical Model, Meta-Analysis, and Review of Empirical Findings: https://www.semanticscholar.org/paper/DOES-PERFORMANCE-IMPROVE-FOLLOWING-MULTISOURCE-A-OF-Smither-London/1601d044d2a781c8bb95d08ada4283859a554996 Performance Feedback Culture Drives Business Impact: https://ceo.usc.edu/wp-content/uploads/2019/07/Performance-Feedback-Culture-Drives-Business-Performance-i4cp-CEO-002-1.pdf Performance Management Effectiveness: Lessons from World-Leading Firms: https://scholar.google.co.uk/scholar?q=Performance+management+effectiveness:+lessons+from+world+leading+firms&hl=en&as_sdt=0&as_vis=1&oi=scholart Performance Appraisal and Employee Performance: https://iajournals.org/articles/iajhrba_v3_i10_265_272.pdf Factors Affecting Employee Performance: A Systematic Literature Review: https://e-tarjome.com/storage/panel/fileuploads/2019-08-28/1566981498_E13136-e-tarjome.pdf Performance-Based Pay, Procedural Justice and Job Performance for R&D Professionals: Evidence From The Taiwanese High-Tech Sector: https://www.researchgate.net/profile/Jin-Feng-Uen/publication/233256688_Performance-based_pay_procedural_justice_and_job_performance_for_RD_professionals_evidence_from_the_Taiwanese_high-tech_sector/links/561b0a1f08ae6d17308991a6/Performance-based-pay-procedural-justice-and-job-performance-for-R-D-professionals-evidence-from-the-Taiwanese-high-tech-sector.pdf --- Send in a voice message: https://podcasters.spotify.com/pod/show/tactics-tech-leadership/message

In this week's episode, hosts Tammy Rogers, Scott Burgmeyer, and Karman Hotchkiss discuss the vital role of manager appraisals. Emphasizing the need for regular and honest feedback, they stress the importance of being truth tellers. The hosts advocate for addressing both strengths and areas for improvement without artificially inflating positive feedback. The episode encourages a perspective shift, viewing appraisals as developmental opportunities rather than mere tasks.  Questions or topic suggestions? Let us know! podcast@becomemoregp.com   Connect with us on LinkedIn: https://www.linkedin.com/company/becomemoregp   Meet your hosts:   Tammy K Rogers: https://www.linkedin.com/in/tammerarogers  Scott Burgmeyer:  https://www.linkedin.com/in/burgy  Producer Karman Hotchkiss: https://www.linkedin.com/in/karman-hotchkiss/   Other Resources:  http://www.becomemoregp.com 

In this episode titled "Performance Appraisals - What Makes a Good Self-appraisal?" hosts Tammy Rogers, Scott Burgmeyer, and Karman Hotchkiss explore the significance of self-appraisals, emphasizing honesty, considering cultural nuances, and stressing the importance of frequent one-on-one interactions for effective growth.  Questions or topic suggestions? Let us know! podcast@becomemoregp.com   Connect with us on LinkedIn: https://www.linkedin.com/company/becomemoregp   Meet your hosts:   Tammy K Rogers: https://www.linkedin.com/in/tammerarogers  Scott Burgmeyer:  https://www.linkedin.com/in/burgy  Producer Karman Hotchkiss: https://www.linkedin.com/in/karman-hotchkiss/   Other Resources:  http://www.becomemoregp.com 

On today's show, hosts Dave Lorenzo and Nicola Gelormino sit down with special guest, Gina Nelson, a seasoned HR expert. Together, they delve deep into the intricacies of Human Resources, emphasizing its foundational role in establishing successful companies.Topics Discussed Include:1. Introduction of Gina Nelson: A comprehensive overview of Gina Nelson, delving into her expertise in HR.   2. Gina's Journey to HR: How she ventured into the world of HR and the challenges and successes she encountered along the way.3. Attracting, Onboarding, and Retaining Top Talent: The emphasis on the necessity for companies to not just attract, but also onboard and retain the best talent in the industry.4. The Value of Perseverance and Leadership: Gina's personal testament to the impact of perseverance and the importance of robust leadership in the HR field.5. Essential HR Infrastructure for Small Businesses: The critical role that a well-structured HR system plays, especially for small to medium-sized businesses.6. Missed Opportunities in HR: A look into the areas often overlooked in HR, from inadequate training to the non-adherence of regulatory norms.7. Navigating the Return-to-Work Process: Addressing the challenges and possibilities of reintegrating employees post-pandemic, emphasizing the role of clear communication and flexibility.8. Performance Appraisals as Development Tools: The transformative role of performance evaluations in nurturing employee growth and potential.9. Foundational HR Practices: Highlighting vital HR functions and practices, including crafting clear job descriptions, efficient onboarding, meticulous performance management, and retention strategies.10. When to Hire a Dedicated HR Professional: Recognizing the pivotal moments when a company should invest in a dedicated HR individual, based on business size and its complexities.11. Fractional vs. Full-Time HR Professionals: Exploring the pros and cons of hiring a fractional HR professional over a full-time individual, considering the business's specific needs and scale.The insights and expertise shared by Gina serve as a vital guide for businesses to understand, refine, and harness the potential of their HR practices, ensuring consistent growth and success in the industry.Chapters:00:00 Human Resources Increases Business Value01:07 Gina Shares Her Background03:50 The Work Event That Changed Everything08:20 What Makes Gina a Great HR Pro?10:08 HR Needs for Small Businesses11:50 What is the Low-Hanging fruit in HR?16:11 How to Identify HR Issues in your Business19:09 Recruiting Best Practices23:17 Return To Office: What Should You Do?34:16 Performance Appraisals as a Development Tool38:22 Foundational HR Needs for Every Business40:36 How Do You Handle HR Issues as a CEO?42:00 When Should a Company Bring in an HR Leader?45:00 Inhouse vs. Fractional HR Teams - AdvantagesAbout Inside BS Show with The Godfather and Nicki GThe Inside BS Show with the Godfather and Nicki G provides business leaders with inside business secrets to help them make a great living and live a great life.Since its inception in 2020, the show has been a valuable resource for CEOs and business leaders seeking the personal and professional knowledge they need to take their businesses to the next level while making the journey more rewarding. Dave Lorenzo and Nicola Gelormino have the unique ability to get their guests to share the insider secrets that have helped them dominate their industries. A new episode is released at 8 AM each business day.

In this Security, Out and About Podcast, Richard covers Performance Appraisals, BSides, Passwords, the Optus Breach and unashamedly name drops a number of people. 

Dr. Deming railed against performance appraisals, listing them 3rd in his Seven Deadly Diseases of Management and calling them "Destroyer of People." In this discussion, John Dues explains our cultural attachment to appraising workers and why it is a myth to assume that appraisals have any impact on performance at all. TRANSCRIPT 0:00:02.3 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. The topic for today is a continuation of our discussion about management myths that keep fooling us, and we are gonna be talking about performance appraisals. John, take it away.   0:00:32.1 John Dues: It's good to be back Andrew. I thought it'd be helpful first to connect back to what we've done, because it'll help listeners connect the dots between the various episodes that we've done together. I think this is the eighth episode, so episode one and two were all about the System of Profound Knowledge as a theory, and then episode three, we started working on understanding the concept of variation, special causes, common causes, that type of thing, and then four and five, we switched gears and talked about how to then apply the System of Profound Knowledge in our organizations. And so we talked about two powerful tools, process behavior charts, and then the PDSA cycles.   0:01:21.9 JD: Episode six, we started talking about A Nation at Risk and the Sandia report and how calls for education reform haven't always been built on a solid philosophical foundation. And then last time I introduced this idea of living in an age of mythology, and we talked about two myths. The myth about best practices and the myth of the hero educator. And so today, like you said, I thought we continue that discussion of the myths with a focus on performance appraisals, which is something that is a little bit hard to understand, I think it was hard for me to understand initially, but it's something that I thought was important because it's something when I listen to Dr. Deming's recorded seminars, it's something that he railed upon often.   0:02:14.9 JD: And I think tying all of the myths to a couple of key ideas is helpful. So I think that first idea is that when we see outcomes in a system, they're more than the skills and efforts of the individuals that work within the system. So those results come from more than just how the individuals within that system are working. The outcomes, that second idea is that the outcomes are mostly attributable to the system itself, and workers are only one part of that system. I think that's really important. That underlies all these myths and certainly underlies this idea of the myth of the performance appraisal.   0:03:00.8 JD: And I think that when we're talking about these myths, so we've covered the theory, we've talked about some ways to apply that theory, that System of Profound Knowledge in actual organizations. When we're thinking about the myths, what I'm thinking about is, dos and don'ts. And so the myths are the don'ts. There are specific prescriptions following the Deming philosophy that leaders should learn to stay away from and why to do so. And then of course, the do's would be a set of guiding principles to follow, and I thought, right now, we're focused on the myths and as we get through this episode and maybe one more on the myths, then we would then focus on the "what do you do?" That's where the guiding principles would come in, and so Deming outlined all of this for us. The theory, the application, the Do's and the Don'ts, and so that's where I thought we would start today.   0:03:55.6 AS: That's great. And we were talking before we turned on the recorder about how performance appraisals are such a fascinating area, and I know for a lot of people, there's nothing else. That that is the key of how you manage people. Like, you're talking about the core. Without performance appraisals, people are gonna be lazy. Without performance appraisals, people are gonna get distracted. Without performance appraisals people aren't gonna work hard because they're not gonna get compensated. Without performance appraisals, we can't get this organization to work and everybody to work together and this is the ultimate incentive that we need to motivate humans. So boy, you're taking on quite a tough topic here, John. Tell us a little bit more.   0:04:45.6 JD: We'll see how we do. And one thing to clarify when I say performance appraisal, in my world, in schools, this is typically called the Teacher Evaluation. So it has different names, but, an evaluation, an appraisal, some type of rating and ranking of employees basically. So I think one thing that, and you kinda just brought this up, is "if I don't do a performance appraisal, how am I gonna give feedback to team members?" And I think that's a good place to start is that, of course, I think that leaders and managers should, as a part of their job, provide direction and give feedback to team members.   0:05:33.9 JD: But I think it's a far cry to make the leap that giving direction and feedback is synonymous with administering performance appraisals. And I actually think that performance appraisals can actually work against giving good feedback. But like as a starting point, what makes up the typical performance appraisal? Thinking about four parts, just so we are all starting from the same place.   0:06:06.7 JD: First there's standards that are set. "Here's the standards that are gonna be outlined in this performance appraisal." Then there's a time limit set to meet those standards, then the manager makes observations and judgments, and then finally, the evaluation is given to the individuals by the person sort of in the organizational hierarchy. I think a key thing that I've learned in studying the Deming philosophy when it comes to performance appraisals is that they fail to consider the role of the system on individual performance. So that's one problem.   0:06:50.2 JD: They also fail to appreciate the variation in performance attributable to common causes. So that's why I was connecting our earlier episodes on theory and the applications to performance appraisal, 'cause you have to understand that to understand why Dr. Deming was railing against performance appraisals in the way that he did, and those are two of the key reasons.   0:07:20.2 AS: Right. So a person being evaluated or being talked to with a performance appraisal, a common thing is, they could say, "wait a minute, you're saying I didn't do this, but I couldn't do this because the system has this whatever." Or you get a boss that's focused on common cause variation going, well, "you did this, and then that, and this guy did that, and this is and then all..." What they're really doing is chasing their tail on all of these common cause variation, which is not going to improve the system and it's just rewarding and punishing what is just a natural outcome of the system.   0:08:01.1 JD: Yeah, that's a big part of it. So if I'm a teacher and part of my evaluation is something like outcomes of students and how well I deliver the curriculum, the effectiveness of the curriculum, those types of things. Well, the vast majority of teachers didn't select the curriculum. So that's a good example of something that's a part of the system that a teacher has no control over typically, but that it could play a role in an evaluation, and there's all kinds of examples like that. That second idea in terms of the appreciation of where the person is falling performance-wise within that common cause system, what that means is that, sure, people could be performing at different levels, and there could be slight variations in that, but it's very possible that those ups and downs, just like any other ups and downs that we study are just common cause. And so it's not one person different from another within the rating system?   0:09:06.6 JD: Are they far enough outside that they show up as a special cause. That their performance shows up as a special cause. Because if it does in the case of a teacher or maybe a student that is outside of the system in terms of performance, then there may be special help or special support that's needed. But I think many, many times that's not the case, and that the ups and downs don't represent anything meaningful. And I think one of the things that helps bring this into view for people is to say, "well, how did you experience teacher evaluations or performance appraisal or whatever you call it in your system, how did you experience as...   0:09:50.6 JD: How did you experience that practice as a receiver of those things?" Because that puts you in a different mindset. For me, performance appraisals, when I've been evaluated, have largely been positive in terms of the overall rating, but they've also, a lot of times not made a lot of sense on any number of fronts. And so I think of, as a teacher in Atlanta, and Atlanta Public Schools had a teacher evaluation system, the principal would come in for one hour across the school year and observe me and write it up and formally evaluate me, sit down with me and go over that evaluation. Well, if you think about that, one hour of observation, the typical 180-day school year, seven hours a day, that's about 0.08% of the school year that the principal observed. So that's a big problem.   0:10:52.1 JD: So we're saying that that represents the entire...my entire time teaching across the school year. That one hour observation. So that's a major problem. Another issue is, what is it that I'm being evaluated on? One that stands out for me, and granted we were in a different time, 23 years ago, 22 years ago when I first was evaluated, but they're still a technology category in the evaluation. And so part of the evaluation was to "use technology effectively in a lesson." And so one of my first questions would be, well, "do you have to use technology in a lesson for it to be effective?"   0:11:40.4 JD: I think that would be questionable at best. But what if I use technology in some lessons and not in others, and the one you happened to observe, I didn't use it, right? You didn't see the ones where I did. I was working in a large urban school system, I had seven computers in my room and five of them didn't work on a regular basis. So that's another obstacle, right? And so I get this rating, I take it, I don't really say anything about the computers not working, or what about my other lessons where I did use computers, I just listen to this, but...   0:12:13.3 AS: Otherwise you're gonna be labeled as argumentative.   0:12:15.4 JD: I'm gonna be labelled as argumentative and the rating was fine as it was, although I lost some points for those things. It's probably not worth...it's not.... You kind of pick your battles. But the point is, what does that leave me with in terms of the taste in my mouth about my school, about this evaluation system, granted it's one part of the system and maybe I didn't care about it too much as long as the rating without a satisfactory level, but the point is, it didn't seem fair, it didn't seem to make sense, it didn't seem to line up with what you would need to look at in terms of what you need to make an effective lesson.   0:12:55.0 JD: And how many people are experiencing evaluations in those same ways, whether it's ridiculous and being evaluated for something that doesn't work in your room, like the computer's not working, or a smaller like, do you need computers to be a part of the lesson in the first place. And so there's all kinds of things like that that I think are part of a typical evaluation system.   0:13:22.0 AS: So to summarize what you're saying is one way to think about performance and appraisal is to think about your personal feeling when you're receiving your evaluation, and I would argue that most people don't feel great, it's not something they're really looking forward to.   0:13:36.2 AS: And the second way you can look at this is look at the person who's delivering it. If you're having to deliver performance appraisals, is that like your favorite day of the year that you're working with that person? Yeah, so that's a good way to look at it so that you kind of understand that there's just something that doesn't feel right here, but continue on.   0:13:56.6 JD: Yeah, it takes a tremendous amount of time and effort. No one actually likes the process, generally speaking, and I think the thing that I wanted people would hold on to was that they don't get magically better when you're on the other side and being the evaluator. So my feeling wouldn't change whether I'm on the receiving or the giving side of the evaluation system now, I think for some leaders, unfortunately, I think that changes as long as they're on the other side, it's fine, but I think that's why I think putting yourself back in the shoes of the person receiving the evaluation is a good thing to hold on to. "I'm not special, there's not something about my personal characteristics that make evaluation unnecessary for me, but everybody else needs those things."   0:14:43.6 JD: So I think holding on to that as you move, especially if you move into a leadership role is a really important mental model. I think another key thing is after the evaluation, all of these people for the most part, are gonna still be working together, and so another key question that I learned from a Deming student named Peter Scholtes in a book called, The Leader's Handbook, a great book.   0:15:15.8 JD: He said, "what are the factors that differentiate highly effective versus lower rated people?" He outlined these five factors, so there's A, would be native ability and your early education, the second factor would be, B, your individual effort, how much work am I putting in as a teacher, as an employee. C, would be training, an orientation that I get as a part of the onboarding process or the ongoing professional development that I get as a part of the job. D would be variability of the processes and systems that are going on within my job, and E would be the system evaluation itself to some of those things that we just talked about, is it fair? Is it well constructed? Is it representative of my total work, that little sample that's seen by the manager.   0:16:17.0 JD: And if you look closely at those five items, really only one of them, that being, I think I call it D, that individual effort is under the control of the individual person working in the system. The other four factors really don't have anything do with individual performance, but what the performance appraisal system attempts to do is solve that equation, A plus B plus C plus D plus E equals my rating, let's call it 100.   0:16:54.5 JD: But if you can't solve that equation, if you don't know already what the variables A, C, D and E account for in terms of its contributions to the rating, the only thing you know as an individual effort, right?   0:17:11.2 AS: And you don't really know that either.   0:17:17.0 JD: Yeah, fair enough, fair enough.   0:17:20.1 AS: So it's a shifting sand that you're working on, which is what probably one of the counter-arguments to performance appraisals is that there's just... It's so subjective and difficult, particularly, okay, if you're a narrow-minded person and you've never thought about the fact that there is variable B, C, D and E as an example, then...but once you start to think about those things, you realize that not only is it difficult to quantify and all that what a person's doing, and how do you factor in the fact that that person just went through the loss of a parent over the period of time that you appraise them. How does that impact performance?   0:18:02.5 JD: Any number of things. Any number of things. Yeah, I can think of a lot of examples when you start to unpack those various factors, like when you're talking to the manager, "oh, well, we didn't quite onboard them like we typically do now, no one acclimated them to our curriculum system" or whatever it is.   0:18:27.3 AS: But they're still responsible for delivery.   0:18:29.8 JD: Yeah, they still move forward with that response. And again, it's not that there's not gonna be variation in performance amongst employees, it's just, are we getting what we think we are from this rating and ranking system. I think what we're doing basically is disregarding the contributions of the system on the performance of individuals that are working within that system.   0:18:57.0 AS: And I guess if you talk about that to people, they're gonna be like, "Now you're unleashing something that's just unmanageable." Okay, yeah, fine. We're gonna start talking about the system and the impact and that everybody's just gonna blame the system! John, don't you know people are just gonna blame the system, then if we start talking about why it's not your responsibility.   0:19:23.2 JD: Yeah, I think, yeah, we'll kinda get into what's the prescription in terms of...what would of the prescription be from the System of Profound Knowledge in terms of what to do instead, but one thing to do, if you did have some type of evaluation system, you could just remove the numbers and have a narrative feedback on characteristics or competencies or capacities that are important for your particular organization. I think that that would be one way to handle it.   0:20:00.4 JD: Another great tool that I learned from David Langford is a tool called the capacity matrix, where you outline what are the capacities that are important for a given role that you want to see develop. You define a series of dimensions of growing from more basic to more proficient in a particular capacity, and then you ask the person to track their own learning in those areas, and as they self-evaluate, they have to provide evidence, be it - maybe they give a presentation or incorporated a technique into their lessons on a regular basis, or maybe they presented at a staff meeting, something like that, but they have to link the capacity development to some evidence that it's been put into place.   0:20:51.0 JD: That's another way to handle... The point is to develop the person and build capacity, that's a much more powerful way to do it, and I think the goal of starting to use the Deming philosophy is transformation, and I think what Deming was talking about when he talked about transformation is this process from going from - starting to understand these assumptions and these myths and then working to move away from them. So one of the things...one of the lenses I have just in studying the Deming philosophy is to ask questions because so many of the practices like the performance appraisal, prior to studying Deming, I never even stopped and said, "well, what is the theory behind the performance appraisal? Where did it come from? Why do people think it isn't an effective practice? Are there practices that would be more effective?"   0:21:52.3 JD: So just as a starting place, you can start to ask questions about some of these things that you probably never even stopped to think about. I think that was true for me, whether we're talking about these myths or any other number of things that are common in organizations, work settings, and we have this...   0:22:14.0 AS: And for performance appraisals: what is the theory behind them?   0:22:20.0 JD: That's a good question. That is a good question. Where did they come from? Well, I don't know for sure, but I know that...a lot of corporate practices can be traced back to things like the military and early railroads, which were some of the first organizations to have a larger staff that had to be organized in a way, and I know that in terms of the rail companies that you know, when there was a crash, there did need to be somebody blamed. And so you had to nail down who in the hierarchy... Where did things break down? It had to be an individual to blame when two trains ran into each other or the train ran off the tracks. And I think what Deming is saying it is what was actually the system that led to that crash, that's what we needed to study in a lot of cases, and almost in all cases, whether it's the train running off the tracks or the Challenger space shuttle disaster, almost all of them were of system problems and it wasn't one single individual that you could pin those problems on.   0:23:37.2 AS: And you could argue that performance appraisals are not really there in that case, like what you're talking about let's say is a train crash, it's not really there to some extent to blame... To improve the system, it's there to blame someone and then, "okay, we got our scapegoat, now let's move on."   0:23:54.4 JD: That's right, yep. Yeah, so with performance appraisal, it's not quite as dramatic as the train crash, but what's happening is that it leads to this rating and ranking of teachers, we do the same things with students, students have their own form of performance appraisals, even schools within state accountability systems have their own rating and ranking systems. So they reward at the top and punishment at the bottom, that's the typical present practice. And I think the better practice, what we're trying to move towards when you're managing through the Deming philosophy is: abolish the ranking in favor of managing the whole organization as a system, and what you wanna do is study and understand how every part of that system, every component whether it's grade levels or departments, whatever, how do they contribute to the optimization of the system.   0:24:57.8 JD: And so that's... What's the aim of your system, how do you optimize that? And I think a big part of this performance appraisal thing is that that practice is running in the other direction from optimization. You are incentivizing individuals to look out for themselves versus contributing to the aim of the organization.   0:25:26.7 AS: One of the things that people say is like, "What do I replace it with?" Well, in a lot of cases in education, you may not even have that choice, but in private business, you do, and I always say that...I always say "imagine that you're lost deep in the woods, and after hours of walking in one direction, you realized that you're walking in the wrong direction. However, you're unsure of the right direction, but you've received enough information to know that you're walking in the wrong direction. What would you do?"   0:26:05.7 JD: Perhaps stop going in the wrong direction as a starting point.   0:26:12.3 AS: And the point is, is that you don't have to know the right direction if you've identified the wrong direction. And so that's one of the challenges that we often get with performance appraisal is, "what are we supposed to do if we don't do that?"   0:26:28.8 JD: Yep, yep. And I think... And that's - when you start to understand the System of Profound Knowledge, you start thinking about ways that it can offer you guidance on a practice like the performance appraisal. And so what I tried to think through is, in terms of performance appraisal, what do each of the components of the System of Profound Knowledge contribute in terms of learning about the way...in terms of your analogy: the way to move...start to move in the right direction.   0:27:08.5 JD: And so there's the four components of the System of Profound Knowledge, we have Appreciation for a System, Knowledge of Variation, Theory of Knowledge and Psychology. And so each of those components has contributions to make in terms of rethinking the performance appraisal. So I was gonna break those down as a way to round down out our talk today. Some of this is a recap, but when I think about Appreciation for a System, we've talked about this, but that system is responsible for most of the observed variation between the performance of the individuals. It's most...Deming said up to 94%, depending on the situation, even up to 97% of the results that come out of the system can be traced back to the system itself, and only 3% to 6% were attributable to the individuals.   0:28:08.0 JD: So the system is the overwhelming contributor to that ranking within that, doesn't help anyone, nor the system improve. Giving somebody a rank, sorting people into good and better and best does not point the way towards improvement for the organization. So that's the Appreciation for a System contribution.   0:28:34.1 AS: Yep. We could say changing seats on the Titanic.   0:28:37.2 JD: Yeah, exactly. Exactly. Then we have understanding variation or Knowledge about Variation. So we've talked about this a little bit, but ranking people, especially when we're ranking within a common cause system, is misleading. 'Cause remember, even if there's ups and downs in terms of the data, the question isn't: is it different? It's: is it meaningfully different? And in a common cause system, even though there are some ups and downs, there's no difference. It's not of a magnitude that you can say, "yep, that's significantly different from one point to the next." And another thing to consider is there will always be variation. [chuckle] There's always gonna be variation between students, between teachers, between schools, between school systems, between states, whatever that thing is, there is variation in a natural state of affairs. So we have to come to grips with that.   0:29:40.9 JD: In terms of Theory of Knowledge, when we rate and rank people, it's a snapshot. Kind of like what I alluded to my observation in Atlanta being less than 1% of the total time that I was with my students. So that ranking doesn't take into account and any performance appraisal system I've ever been aware of that temporal spread. So in other words, I'm really more interested in what's the performance over an extended time period. And so when people would ask Deming, okay, you're saying, the performance appraisal is something we should abolish. Well, how much data would you need on an individual worker before you could rate them? And what he would say is 15 or 16 years. [chuckle]   0:30:32.1 JD: And basically what he's saying is, I think, is that, that's the amount of performance data you would need to plot. If you're doing it once a year, once you have 15 or 16 years, you can kind of get a sense of how that data is performing over time. That last component, maybe the most important is Psychology. I think one big problem is that those performance appraisals at their worst are debilitating to people, at their best, they're perceived to be arbitrary, like what I talked about. Certainly wasn't debilitating to get my rating, my rank and my rating in Atlanta, but it did...I did see the rating and the points I lost as arbitrary and meaningless, to be candid.   0:31:23.1 JD: And then another big part of that psychological component, especially when it becomes to rating and ranking students, is that this thing called the Pygmalion effect begins and it can really start to destroy cooperation. Whether that's students or teachers, but you this is basically this idea that once, let's say a teacher has a set of expectations about students, they start to take on those characteristics, whether it's in a positive or negative direction.   0:31:57.2 JD: And they've done some pretty fascinating studies on this Pygmalion effect in classrooms. There's one where it's like in the late sixties, basically a teacher was told that a set of students had performed really well on a standardized test. In reality, there was no difference between this group of students and the rest of the students. But because the teachers thought that, over time what the researchers found is that they started treating the students differently and it actually resulted in those students scoring higher on the standardized tests at the end of the year just based on those teacher expectations. And so, talk about a powerful, powerful set of effects within a rating and ranking system. And I think that's something we really need to consider in any type of institution, but especially a school system. So, yeah.   0:32:55.0 AS: I was just reminded of a quote that Dr. Deming said, which is, and I'm gonna, I'm gonna read it for for a minute here. I'm gonna read it in my Dr. Deming voice. "So evaluation of performance, merit review, or annual review. The idea of merit rating is alluring the sound of the words, captivate the imagination, pay for what you get, get what you pay for, motivate people to do their best for their own good. The effect is exactly the opposite of what the words promise." [chuckle]   0:33:32.1 JD: Yeah. I think that's what I found in practice, before I discovered the stuff I tried to improve our teacher evaluation system. And in reality that's just an effort that's not worth my time.   0:33:47.9 AS: He also said, "Annihilates teamwork, and it's purely a lottery."   0:33:53.3 JD: Yep.   0:33:57.7 AS: I wrote a blog post on this many years ago entitled, Why We Stopped Performance Appraisals at Coffee Works, my company. And this was... I published in 2016, and I just would... Maybe I'll just read a little excerpt here. What I said is, "The system was an annual review during which bosses in our companies met employees and scored them as A, B or C. I read Jack Welch's book and I thought, yeah, kick out the C players, this has made sense in the days when I was buying into that. We would use this to allocate bonus mainly to pay, A's and B's. A's a lot, B's a little bit, and C's nothing. And for years we've been seeing the weaknesses of this system, but didn't have the guts to abandon it, because we didn't have something to replace it.   0:34:50.5 AS: And so before you ask what we did to replace it, let's consider what we didn't like about it. Number one, it was unfair. Number two, it was subjective. Number three, it fostered favoritism. We saw that certain employees were continually getting positive ratings from their bosses. Number four, it failed to recognize what quality godfather Dr. W. Edwards Deming taught was that the majority of the output of any one employee is attributable to the system. And number five, it was time consuming and costly. Number six, it did not enhance employee performance. Number seven, it increased fear and caused suspicion. Number eight, it caused employees and departments to compete against each other rather than compete against our competitors or just take care of the customer.   0:35:34.2 AS: Number nine, it was completely inward focusing, encouraging employees to shift their focus from the customer during the time of performance appraisals. It's like you can't take care of the customer 'cause you gotta get all these performance appraisals done." Is there anything that you would add to that list of what you see in the education environment?   0:35:51.3 JD: No, I mean that's spot on. I mean, I think the key summary or takeaway is for any of these practices, be it performance appraisal or otherwise, is that thing optimizing the system? Is it making your organization better at achieving its aim? And you just named a whole lineup of things that said, "no, this is why in this particular practice performance appraisals, this is why Dr. Deming railed against them." So I think that, yeah, I think that was a great synopsis of many of the things that Dr. Deming talked about in his seminars when he railed on performance appraisals.   0:36:33.4 AS: So, as we wrap up, the purpose of today's discussion is to open up people's minds to understand what are performance appraisals, what are the myths behind it? What are the weaknesses of it? We also kind of said, even if you don't have a substitute, you could argue that you don't have to keep doing something that's damaging if you know that it's damaging. But we also know in an education environment, you may not have the power to make that decision. Like we had in our coffee business, it was like, "this isn't working, we're stopping. No more resources to this." We have that flexibility. So, we haven't spent any time talking about ways to do things and the positive aspect. But let's just wrap up this whole conversation. How would you kind of wrap up the message that you want the listeners and the viewers to get from this specific discussion?   0:37:29.4 JD: Yeah, I think because a lot of this, a lot of Deming's ideas were targeted at leaders and leaders at all different levels. And I think, what constantly happened to me was someone would say "what's your leadership style?" And I would typically cobble together some type of jargon in response to that question. But what Dr. Deming offers is a management philosophy: the groundwork, the framework, the foundation, the philosophical foundation, the myths to stay away from, a set of guiding principles that actually, when you dig deep and you study these things, they offer a way forward, a lens through which to make better decisions for your organization. And that's really what I take from this.   0:38:22.3 JD: There are many better ways to run our organizations. Performance appraisals are just one component of this, but hopefully what people are taking is that, hey, at the very least, the next time I have a leadership team meeting, I'm gonna bring this up and say, Hey, why do we do this? Is it leading to the type of results - like what you're alluding to with your business - that we think it is. And if it's not, what else could we do? How can we replace this, make it better? How can we at least begin to ask these questions instead of just carrying on? Because it's the way that we've always done things. So, yep.   0:39:00.6 AS: John, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember, go to deming.org to continue your journey. This is your host, Andrew Stotz. I'm gonna leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work."  

He who calls you is faithful, who also will do it. [1 hour 2 minutes]

In this episode, we're continuing our pattern of inquiry with active members of the HSD community. Our special guest is Judy Tal. Judy is a professional consultant, teacher, supervisor, and lecturer in the field of Human Systems Dynamics (HSD), Co-founder and director of the HSD Learning Center in Tel- Aviv (HSD-IL). My interest in human systems and human relations emerged at the late 90s after 24 years in the academy learning and later teaching and researching in the field of pure mathematics; Graphs' Theory and Combinatorial Algorithms. My current calling emerged from various professional certifications and practices, among which are the Tavistock analytical approach to OD, Theory of Constrains (ToC), Mediation with practicum, The Learning Organization and Theory U, and many more. In the summer of 2004 I was introduced to the HSD complex paradigm which finally made sense of what I've observed in my work with Organizations and teams. The HSD paradigm offers explanations rather than descriptions and thus it supports decision making and provides options for action. I joined the HSD community by becoming a certified associate (HSDA) of the HSD Institute, and a few years later an HSDP under the supervision and teaching of Dr. Glenda Eoyang and Royce Holladay. In 2010, together with Dr. Glenda Eoyang we established a HSD Learning Center in Tel-Aviv, providing certification programs, workshops and consulting services to the local market. During that time, I was frequently involved in the development and delivery of various learning activities with the HSD Institute around the world and in the virtual arena. In 2011, inspired by Dr. Glenda Eoyang's theory and based on my own professional experience, I put together a set of axioms and defined by them the foundations for the field of Human Systems Dynamics. Since then, together with various partners, I'm involved in collaborative projects under the name "HSD-inside" where the complex paradigm is woven into traditional disciplines (more concretely: HSD inside Planning and Strategy, HSD inside Performance Appraisal, HSD inside Coaching etc.). The HIVE©, developed with Sabine Amend, HSDA herself, is a new group-ware, a capacity builder of creative and generative engagement in human interactions, particularly for management skills like leadership, authority, and innovation. --- Send in a voice message: https://podcasters.spotify.com/pod/show/hsdpatterns-possibilities/message

Get to know new IT Services HR business partner Sara Turner as she discusses: • The 2022-2023 Employee Performance Appraisal process • Annual goal setting tips • Her background leading up to working at UC San Diego • Fostering cats during "kitten season" Transcript: https://bit.ly/41FPZez

It's that time of year! You're back to work; for many of you, it's time to have your annual performance appraisal. However, depending on your company and your manager, your performance appraisal might be a lackluster experience. And that may leave you feeling resentful.  And if you're a manager, how you conduct your performance appraisal meetings with your direct reports says a lot about how invested you are in the process and how invested you are in them.  In this episode, I will walk you through some of my best practices to help you prepare for and conduct your performance appraisal meeting. Whether you're getting your performance appraisal or delivering one to your team, this information is relevant. And I'll share some guidance on how to deal with any resentment you're feeling before, during, or after the performance appraisal process.  Click Here to Register for My Free Webinar on January 17th at 12:00 pm EST, “Preparing for Your Performance Appraisal Meeting – What to Do Before, During, And After to Ensure Success” or visit https://johnneral.com for more information.  Key Topics & Time Stamps: ·      Introduction (0:00)·      Get Your Free Guide (1:54)·      Register for Free Performance Appraisal Webinar (2:30)·      What is a Performance Appraisal? (4:05)·      Your Thoughts About Your Performance Appraisal (7:50)·      Dealing with Resentment (11:54)·      John's Tip to Help You Prepare for Your Performance Appraisal Meeting (23:00)·      Wrap-Up (25:00) List of Resources:·      Get Your Free Guide - 5 Mistakes Mid-Career Professionals Make (And Need to Stop Doing) ·      Your Mid-Career GPS – Four Steps to Figuring Out What's Next by John Neral·      SHOW UP - Six Strategies to Lead a More Energetic and Impactful Career by John NeralThank you for listening to The Mid-Career GPS Podcast. Leave a rating and review on Apple Podcasts here. Visit https://johnneral.com to download your free guide, "5 Mistakes Mid-Career Professionals Make (And Need to Stop Doing) and more information about your leadership and career transition. Connect with John on LinkedIn here.Subscribe to John's YouTube Channel here. Follow John on Instagram @johnneralcoaching.

There are certain ways by which we can minimize the ever-present stress element in performance appraisals. In this episode of Caringly Yours with Tapan Singhel, Arpita Chakraborty narrates our MD & CEO's mantra on facing your appraisals and performance reviews with confidence. When you are clear about your company's vision, mission & goals, it's easier to understand your supervisor's expectations and live up to them. #CaringlyYours #YouAreSpecial

In this episode, Bob'nJoyce offer an alternative to dated traditional performance appraisal practices. This is a follow-up to last week's episode (E.87) where we came down on the side of a structured performance conversation between boss and employee several times a year. In this episode, you will get: • Powerful questions that stimulate candid conversations between boss and employee. • A process that works both one-on-one and in groups. • The rationale for having a performance conversation at the beginning, mid-point, and end-of-year. • A process focused on the future using insight (what has happened) and foresight (what is needed going forward). So, come on In. Grab a snack. Welcome!

In this episode, Bob'nJoyce join the debate about scrapping traditional performance appraisal practices. We suggest that HR/OD replace traditional practices with a less confrontational, more co-equal process between leaders and their direct reports. We discuss practical, simple ways to make this happen: Get rid of grading and complex rating methods that are bureaucratic and don't work. Build a process using methodologies we know work - Straight talk, appreciative inquiry, and timely feedback. Balance the conversation by focusing as much on future expectations and professional development as reviewing past performance. Using powerful questions that promote a conversation that works for both the boss and employee. So, come on In. Grab a snack. Welcome!

Did you get a notice that you were going to be TPA'd this year? It's a good reminder that we should be TPA ready now.  It's time to set yourself up for success by ditching those worksheet workbooks we relied on so much during 2020-2022 and start to get back to the art of teaching.  In this episode, Patti covers what questions you should be asking yourself now to get TPA ready now so that when your evaluation comes you are ready to rock it without the stress and pressure.- Learn what questions to ask so you are ready to show a commitment to student learning. - Learn what professional practices and pedagogy your principal may be looking for.  To find our highly effective, time-saving resources Checkout our Madly Learning Store at www.madlylearning.com/storeCheckout our Teachers Pay Teachers storeJoin our FREE Facebook community for teachers here: https://bit.ly/IYT-FB

When is a Performance Appraisal not a Performance Appraisal?Most of us know the answer is when the appraisal is conducted once each year.  That would be an HR process of handling salary, rather than a productive way to turnaround performance.Kevin Herring, one of the leading experts on creating turnaround in companies, teams, and individuals, joins Patrick Kagan, Author of "SELL THE DIFFERENCE" to walk through his 90 day turnaround program for changed results and higher performance.  CShare in the lessons of change ownership, and what it takes to change, as well as the great payoff received from committing to changing the correct processes.  Want more growth as a professional?  SCHEDULE YOUR FREE CONSULTATION WITH ME: https://calendly.com/pksolutionsgroupOr, just choose "SHOP" at https://www.pksolutionsgroup.com , and purchase your own individual edition of bonus content from any of our podversations.©2021 -2022 PK Solutions Group. All rights Reserved.Not to be distributed for commercial use without express permissionEnjoy the easy to understand, and practical approach to improving yourself, and therefore, the world around you, both personally and professionally.   Patrick gives you the support, now make hiring his team your next  priority to move toward the best results and most positive changes you could imagine.Support the show

Performance Appraisals, two words most employees dread to hear from their managers, mainly because what follows is an inaccurate view of the type, amount of work, and effort that employees have put in. But what if AI tools can be use to strike a balance between technology and the human mind especially managers?  Projjal Ghatak, Founder & CEO, OnLoop shares more.  See omnystudio.com/listener for privacy information.

CWR brings up a topic we all love to hate, those Pesky Performance Appraisals. Forward motion and future thinking requires new thinking on an antiquated system and how to make everyone feel valued by the process. Listen to CWR and her guest, HR expert Liz Jewer. --- Send in a voice message: https://podcasters.spotify.com/pod/show/corinne-winter-rousset/message

Senior HR Business Partner Rashmi Umdekar stops by to discuss all things performance appraisals, including: - Advocating for yourself via the self appraisal - Helping your manager recall all your great accomplishments - Tips on goal setting - Upcoming office hours Transcript (w/ Timestamps): https://www.rev.com/transcript-editor/shared/-C6YcDo3fQrEI9iVQDMGfduVxG5RAbi4XA-fAA9MN2T3AvWhD7aQwVD--CYnFrarCtoUpcT_sTJGG4FR7kILBj0vlIA?loadFrom=SharedLink

In this episode Kiki and Yo are joined by Birgit Hueglin-Wood, a Human Resources Executive, and they explore the following questions: · Is there anyone on the planet who likes performance appraisals? · Can performance appraisals do more harm than good? · Why are appraisals still used? · Is there bias that goes into evaluations? · Can we just dump evaluations? · Are companies re-evaluating how performance is evaluated? · What is something people should know about performance evaluations? Particularly Millennials and GenZ women? Women of color? Birgit offers five things to remember when preparing for a performance review: 1. Know that most managers don't enjoy doing reviews. Many don't even have the proper skills. So help them be at ease. 2. Assuming that you know the criteria on which you are reviewed, evaluate yourself in advance. Be honest with yourself. 3. Don't waste your energy on being defensive. 4. If you are criticized for behavioral issues such as poor communication skills, being too pushy with colleagues, being too soft, being too rigid, not following company rules, ask for specific examples and have your manager model how you could have handled a situation better. 5. Don't let the process intimidate you. No performance review process is perfect - quite the opposite. Go into the conversation with the attitude that both you and your manager just might learn something. More About Birgit: Birgit is a seasoned Human Resources Executive with a huge appetite for helping people succeed in their careers. After two decades in the corporate world, in executive HR roles with Aperian Global and Med America, to name just a few, she has been the Principal and Founder of People @ Work for the past 10 years. In that capacity, she can focus on what she loves the most, coaching individuals and teams to excellence. Ways to reach her: LinkedIn https://www.linkedin.com/in/birgithueglin-wood/ eMail birgit@hueglin-wood.com Ways to reach us: kjcanny@gmail.com (Kiki) yo@yocanny.com (Yo) FB group: Girl, Take the Lead! https://www.facebook.com/groups/272025931481748/?ref=share IG: yocanny (Yo) keeks.ters (Kiki) LinkedIn: https://www.linkedin.com/in/yocanny/ https://www.linkedin.com/in/kikicanny/

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Preparing for your performance appraisal is often met with many thoughts and emotions. Depending on your organization and manager, these meetings may be engaging conversations about your professional growth and development, or they are check-the-box type meetings simply held for compliance.  You are completely responsible for your professional development. That means you must take an active approach to have this conversation and determine the action steps that happen after.  In this episode, John shares several questions and scenarios to help you plan, participate in, and navigate your next performance appraisal conversation with your manager. Additionally, you can use these questions in any conversation to keep the conversation more engaged and informative.   Key Topics & Time Stamps: ·      Webinar Replay is Now Available (0:50)·      Your Thoughts About Your Performance Appraisal Meeting (2:10)·      This is a Conversation (4:45)·      Focus on the Results (5:40)·      “Keep Doing What You Are Doing” (8:55)·      Asking for a Promotion (10:30)·      Give Your Boss a Little Grace (11:50)·      These Are Never “Gotcha” Moments (12:35)·      Saying “Tell Me More” (15:30)·      The Best One-Word Question (18:20)·      Having a Clean and Clear Conversation (22:20)·      When There's Nowhere to Go Organizationally (23:00)·      Be Careful About Using Buzzwords (24:20)  List of Resources:·      Webinar – Four Tips to Help You Plan for Your Next Performance Appraisal Conversation·      Your Mid-Career GPS – Four Steps to Figuring Out What's Next by John Neral·      SHOW UP - Six Strategies to Lead a More Energetic and Impactful Career by John Neral Calls to Action: ·      Get your free Mid-Career GPS Resources that include a job search tracker and reflection questions at https://johnneral.com. ·      Join the “Your Mid-Career GPS Private Facebook Group” here and be part of a fantastic group of like-minded professionals navigating their career paths just like you. ·      Get notified when new podcast episodes drop. Subscribe on Apple Podcasts here or wherever you listen. And don't forget to rate and review to let me know what you are enjoying or learning. ·      Let's stay connected by following me on social. LinkedIn @johnneral, Instagram @johnneralcoaching, Facebook @johnneralcoaching, Twitter @john_neral.·      Visit https://johnneral.com for more information.   

How did it go in the last episode working on Performance Alignment?  This week we look at one of the most difficult areas of leadership – assessing others' work performance.  This whole process is important because it leads to promotions, bonuses, bigger responsibilities and also to people being deleted from the enterprise.  No wonder each side of the table finds this process stressful.   Employees become nervous in this situation and bosses can also feel very uncomfortable.  There is nothing worse than having to let people go who have been in your team, unless they are completely hopeless or evil. That is rarely the case.  We are usually having to fire people who are average or slightly below average, who the big bosses have nominated for the cut.    I used to hate those department head meetings, where the whole population of the organisation is plotted on a bell curve of performance.  By definition, a group of people will be in the bottom 10% and that will include your own team members at different times.  You try to defend them, but sometimes the edict is “x” number of people have to be fired and you are the one who has to tell them.  There is nothing more disheartening than to be the executioner, following an organisational process you feel is seriously flawed.     So how can we go about doing performance appraisals, where we are not the merchant of doom and deletion, but working with the survivors?  We can use RAVE as a formula.   R – Review the Performance Results Description There will always be a standard against which the person's abilities and results can be judged. We are looking at their “should be”, what they are supposed to be achieving.  This is the performance achievement we want to see.  Often these are numbers, so the ideal outcomes are clear.  With other jobs however there is more of a qualitative component which thrusts us into the foggy world of subjective judgements.   A – Analyse The Monthly Projects Lists We are looking for the “As Is” performance currently being achieved.  How is the individual doing across their key elements of the business.  Where are they doing well and where are they falling short relative to the “Should Be” goals?  What are their issues around non-performance?  If we are not seeing the levels required, then we have to make some decisions.  Is the person in the right job?   This is a major decision point.  It may be they are not and we can try and create a better fit for them. Perhaps we have realised they cannot make it and have to leave the firm.  They are not necessarily a bad person, but their capacity is below what the organisation needs to succeed and they have to be replaced with someone who is more capable.   If we decide we should continue with them, we are interested in what changes need to be made to make the goals a reality.  How can we help them to be successful?  Where are their opportunities for improvement?  In which areas will their improved performance help move the business closer toward achieving the outcomes required? This requires good clarity around what needs to be delivered and preferably, outcomes which can be measured.  These could be results of activities, which lead to outcome results.     V-Vision What does future success look like for the individual?  We need to be very frank and clear about any gaps they need to close.  Where does time, energy and resources need to be committed to help them grow.  What will their individual growth look like?  What assistance do they need to get to the next level?  What do they need to be working on in order to move up inside the company?  Sometimes bosses fear helping their staff move up inside the company because they worry their own job will be lost and their subordinate will replace them.  It is possible, but if you are doing a great job becoming a leader producing machine, the organisation is more likely to give you more responsibility.  All organisations are looking for leaders and if you can create them, that will be seen as an indication that you need to be promoted.  Also, remember, you cannot move up if there is no one to take over the job from you, so we all need to educate our successors so that we can move up.   E-Encourage The Person So often the performance assessment meeting demotivates the staff member.  The leader's communication style and approach are critical to ensure the person becomes even more engaged around achieving their next year's targets.  The review itself is a look backward to what happened.  The process also has to set up the future as well and inspire the individual to do their best.  This is probably one of the biggest breakdowns between the level the boss needs to be operating at and the actual communication job they are doing. “Let's work much harder on this part of the process” is extremely good advice for all of us.   We only do these appraisals a few times a year, so it is hard to become skilled, so we need to prepare extremely well to make up for the lack of repetition needed to make us better at it. RAVE gives us a simple formula to use when doing work appraisals and against which to prepare ourselves. 

Mary Jo Rathgeb's successful 30-year career in media marketing saw her at companies like Playboy and Disney, but always knew it wasn't where she would stay. Mary Jo focused on her career while transferring her skills, leveraging her strengths, and finding ways to contribute and add value.  When Mary Jo's husband passed away in his early 40s, she found herself at a pivotal point in her career. She wanted to help people through significant life transitions and events – even death.  Today, Mary Jo is a 5x contributing author, speaker, and coach who helps people learn to accept and value themselves – the good, the bad, and the ugly – so they are free to be who they are -- not someone they think they are supposed to be. While I was going through my coach training, Mary Jo Rathgeb was my success coach. I wouldn't be here today if it weren't for her thoughtful and intuitive coaching. You'll hear our story as well.  To connect with Mary Jo Rathgeb, email her at maryjo@creativedirectionsforliving.com or on her website, LinkedIn, and Amazon to see all of her books.   Key Topics & Time Stamps: ·      Register for My Performance Appraisal Webinar – January 26, 2022 (0:00)·      Meet Mary Jo Rathgeb (5:54)·      What Mary Jo Loved About Her Marketing Career (8:42)·      Being Laid Off Three Times, But Only Losing Your Job Once (11:53)·      Accepting the Layoff (14:36)·      Pursuing Her Coaching Career (17:42)·      Effects of People Pleasing (23:06) ·      Lessons from a Performance Appraisal (25:54)·      Legacy & People Pleasing (31:15)·      Mary Jo's Advice to Help You Build Your Mid-Career GPS (32:26)·      What's Next for Mary Jo & How to Connect with Her (33:27)  List of Resources:·      Your Mid-Career GPS – Four Steps to Figuring Out What's Next by John Neral·      SHOW UP - Six Strategies to Lead a More Energetic and Impactful Career by John Neral·      Institute for Professional Excellence in Coaching Calls to Action: ·      Get your free Mid-Career GPS Resources that include a job search tracker and reflection questions at https://johnneral.com. ·      Join the “Your Mid-Career GPS Private Facebook Group” here. ·     Follow on Apple Podcasts here or wherever you listen. ·      Follow me on Social @johnneralcoaching·      Visit https://johnneral.com for more information. 

Geoff Fong, a professor in the Department of Psychology and the School of Public Health Sciences, is the founder and chief principal investigator of the International Tobacco Control Policy Evaluation Project. It is the first-ever international cohort study of tobacco use, and he discusses its role in helping prevent smoking-related deaths worldwide. University leaders continue to monitor the effects of Omicron on healthcare and the local and campus communities. The University streamlines the performance-appraisal process for the past year. And Human Resources announces changes to benefits. Resources and links in this episode: Special episode with Vivek Goel: https://soundcloud.com/beyond-the-bulletin/special-episode-vivek-goel Booster doses, Region of Waterloo: https://www.regionofwaterloo.ca/en/health-and-wellness/covid-19-vaccination-pre-registration.aspx Booster doses, Health Services: https://uwaterloo.ca/campus-wellness/covid-19-vaccine-centre Guide on face coverings: https://uwaterloo.ca/coronavirus/return/masks-or-other-face-coverings-are-required-campus Online COVID assessment: https://covid-19.ontario.ca/self-assessment/ Employee benefits: https://uwaterloo.ca/human-resources/support-employees/benefits OHD Speaker Series: https://bit.ly/3K8u8Vg Podcast listener survey: uwaterloo.ca/daily-bulletin/pod…st-listener-survey

Effective Performance appraisal discussions| Nikeeta Gupta | TGV Episode #181 Genre: Employee Performance, Appraisal Discussions, Business, Human Resources, Organization. Performance appraisal discussions are one of the major pillars for the success of organizations. If you take into account the working of any organization, you will come across the term performance appraisal discussions. It is the assessment of the employee's job performance by the organization as measured by the competency expectations set out by them which is done periodically. It helps increase the quality of the work of the employee and thereby increasing the overall quality of the organization.  Performance appraisal is not about salary hike. This has been a myth for a very long time.  One can have a meaningful conversation with the manager who can help the individual become better at work by getting the feedback. Feedbacks aren't just a criticism. They are constructive criticism for the betterment of the individual.  One should take it in a positive manner and apply it to his work to become better. Tune in for more of her insights on Performance appraisal discussion! In this episode you will listen to: - Nikeeta's Career Journey (3.28) Top 3 things that was helpful (4.17) Importance of performance appraisal for any organization (7.14) Myth in performance appraisal (8.40) Evolvement (10.52) Dos and Don'ts- Manager Perspective (15.00) Dos and Don'ts – Employee perspective (18.44) Difference in performance appraisal process in different sectors (22.56) Trends to foresee (24.25) Rapid fire (27.45) Words to process for those who want to flourish their career (29.45) Tune in for more! About the Speaker (Nikeeta Gupta): A seasoned HR professional, hands on experiencing and executing Management and Organization Development projects for large and mid-sized organizations. She also has worked in the field of hospitality, food, BFSI and IT sector. Currently, she is working as HRBP for sales. She completed her MBA from Dublin Business School Ireland with Human Resources as a major. Follow her on Linked in:  https://www.linkedin.com/in/nikeeta-gupta-30639939/   Connect with the hosts: Naveen Samala: https://www.linkedin.com/mwlite/in/naveensamala   Sudhakar Nagandla: https://www.linkedin.com/in/nvsudhakar   #Performance#Appraisal#Business,#Human Resource#Organization.

Part 2 (EP 18)- Positive Performance Appraisals- 8 key structure tips To develop a formal PA that works for you, your people and your business, you need to start with the end goal in mind! You really need to know what you are hoping to achieve, and this might sound super obvious, but so many companies get this wrong! They miss the value of a good solid Job Description, particularly in relation to career development and training needs. You need to check that your Job Descriptions actually cover what you are expecting your staff to do, and that they are clear, measurable and actionable………without this you are setting yourself up for failure. 8 Key Tips 1- Clear Job Descriptions that are relevant 2- Clear metrics- no surprises 3- All actionables have to be under control of the person being appraised 4- Transparent rating system that is the same across the company 5- Quarterly reviews 6- The control is given to the employee to drive the conversation 7- Manager and Leaders need to be trained in coaching to run a rewarding performance appraisal that is meaningful full and will benefit the business and the employee 8- Must include career development and progression that is accessible This is the piece of the puzzle that most businesses and leaders need help with. If you have reached this point do contact me directly at lisa@apexbrs.com for a free no obligation discussion of just where you are and how we may be able to help.

Reinvent your Performance Appraisals Part 1 (EP 17)- The problem with most Performance Appraisal- key things to stop doing now! Have you reviewed your business in the context of what you people actually want? The new generations of workers are value focussed. Do your current performance appraisals satisfy this need or do they just tick a box and create a metric? This is where performance appraisals have derailed over the last 10 years. They have forgotten the people and the impact on them and only focused on the bottom line. Removing humanity and often instilling fear- this is never a good outcome for a business. Key things to Stop now!; Unmatched Job Description and quantitative measures No behaviors in the metric Unachievable Irregular with no communication One way No Development options or plan Not linked to a career path Not transparent No consistency across different areas of the business Run by leaders who do not prioritise regular reviews and catch ups. Often business owners forget that a good Performance Appraisal is not just about seeing if the staff member can do the job, but also about identifying business shifts, training needs, staff development needs, and future innovation. All of these things together make a real formal performance appraisal system that is not only painless, but gives the business owner and leadership team much more insight than just a few rating scales can. Most businesses and leaders need help to really see this key area with ‘fresh eyes'. If you have reached this point do contact me directly at lisa@apexbrs.com for a free no obligation discussion of just where you are and how we may be able to help.

Part 4 (EP20) Performance Appraisals for Culture and Revenue A well built and supported Performance appraisal system not only helps your leaders keep on track with their employee goals. It can also greatly engage your people if you have done it properly and made it 2 way, employee run, and driven not just by metrics, but development plans and career goals as well. This leads to a greatly improved culture, one in which your people are engaged and willing to add back extra such as continuous improvement and innovation, this leads to even further revenue gains, and a more sustainable business. Key tips for a positive Performance review that improves Culture and Revenue Trust in leadership, and procedural fairness and feedback- You need well trained leaders! Your leaders must be coaches in order for the 2 way part to work Regular not one off events, quarterly Formal and Informal Clear agenda Regular communication about performance needs and expectations The ability to really take part in one's own appraisal- needs true discussion and agreement Agreed outcomes and review points, improvement plans if needed are clearly documented and supported Clearly linked to career ladder and development steps Documented and signed- then returned to staff member for actions Clear review of success and any expectations or time frame requirements that are then followed up. The leader running the review should be fully prepared and engaged An advance clear time should always be made. The core of the conversation is their actual contribution to achieving business objectives vs what was planned for the period. Use praise Leave ego at the door, and be a leader who recognises contributions not steals them Tags; strategy and culture, aligning culture and strategy, strategy implementation, strategy vs culture, culture and strategy, business strategy, strategic planning, strategy software, humantelligence alignment, organizational culture, cultural change, strategy cascade, strategy, culture, align team goals, objectives, technology, people Tip- Exceptional leadership is the glue that will hold all of this together- without it you will not achieve the levels you desire. This is the piece of the puzzle that most businesses and leaders need help with. If you have reached this point do contact me directly at lisa@apexbrs.com for a free no obligation discussion of just where you are and how we may be able to help.

Part 3 (EP19) 4 Steps to Positive Performance Appraisal for Development. 4 of the key items that will create the base for your performance appraisals bing positive and supporting Development in your company; Clear and transparent rating system that is consistent across the business, 2 way system, Good leadership, Appraisals embedded with career/personal development. This is a key people topic that builds your culture through trust, respect, honesty and engagement, so we need to not only get it right, we need to ensure it is something that actually helps improve your business success. Example of developing your own transparent rating scale that can be used across the entire business I recommend a 5 point scale, due to it being easier to manage and administer, but remember you can alter it as needed to suit your particular business. This should be against key criteria to make their roles successful. For instance, if you have a sales professional you would have grading's for things like Salves vs target, then you would have a scale within that grading, such as; a 1-5 scale 1- Not achieving- 80% or new tarter 2- Competent but underachieving- 90% 3- Satisfactory- 100% 4- Highly Competent- 105% of target 5- Excelling- 110% of target Key thoughts; Progressive companies are redesigning their performance management to evaluating accomplishments, and how these are achieved (behavioural) A good appraisal systems takes the ‘pain' out of its use and actually encourages and raises employee satisfaction and engagement TIP- Effective PM is a process not a one off event

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. While helping the teams at her company move towards Agile, Priyanka and her colleagues defined a maturity model that helped explain to the teams where they were in their journey to Agile. Priyanka explains how the Scrum Masters went about developing the model and implementing it with teams. Listen in to learn how you can use a maturity model as a guide for teams adopting Agile. About Priyanka Keswani Priyanka is a seasoned Agile Coach with a firm belief in innovation, continuous improvement, and a focus on Agile transformation in the organization. With 14+ years of experience, she has worked across various domains- Content Delivery Network, Travel, CRM, and Storage. She started as a QA Manager, then became Scrum Master and Agile Coach. Outside of work, she enjoys listening to music, dancing, traveling, and networking with people. You can link with Priyanka Keswani on LinkedIn and connect with Priyanka Keswani on Twitter.

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. We start this episode with a quote by Goldratt: “Tell me how you will measure me, and then I will tell you how I will behave. If you measure me in an illogical way, don't complain about illogical behavior.” We dive into how metrics can totally affect the team's performance, and why individual performance appraisal destroys teamwork.  Featured Book of the Week: Scrum: The Art of Doing Twice the Work in Half the Time by Sutherland In Scrum: The Art of Doing Twice the Work in Half the Time by Sutherland, Priyanka found inspiring stories that helped her understand how Scrum applies in real life. Priyanka also refers to the book “Start with Why” by Sinek, a great reminder that we must help the organizations define their purpose as an enabler for improvement. How can Angela (the Agile Coach) quickly build healthy relationships with the teams she's supposed to help? What were the steps she followed to help the Breeze App team fight off the competition? Find out how Angela helped Naomi and the team go from “behind” to being ahead of Intuition Bank, by focusing on the people! Download the first 4 chapters of the BOOK for FREE while it is in Beta! About Priyanka Keswani Priyanka is a seasoned Agile Coach with a firm belief in innovation, continuous improvement, and a focus on Agile transformation in the organization. With 14+ years of experience, she has worked across various domains- Content Delivery Network, Travel, CRM, and Storage. She started as a QA Manager, then became Scrum Master and Agile Coach. Outside of work, she enjoys listening to music, dancing, traveling, and networking with people. You can link with Priyanka Keswani on LinkedIn and connect with Priyanka Keswani on Twitter.

Introduction Performance Appraisals, or evaluations, are a process where job performance is measured, documented and evaluated.  This can occur as a formal process or in a more informal way. Either way there needs to be a goal to be achieved and an outcome that can be measured. It all sounds very black and white and process driven, with very little room for humanity. This is where many companies go very wrong. If we can't allow the human side to enter our performance appraisals we are setting ourselves up for failure, as we are cutting out a key part of what makes our business function. People are your greatest assets in any business, and you need to think of all of your internal processes from this view point, if you really want to build a sustainable and successful business that is run by engaged people. If you are still in the start-up phase, then planning for your business evolution is very important, and is often your sole focus. Early in the development of organizations processes tend to be very fluid, as people are asked to step in and perform multiple roles.  The performance evaluations during these early stages may be more informal, occurring over a series of conversations that are suitable for the changing environment.  As the company grows there is a need to move toward formal performance evaluations that is part of a systematic approach used to help manage employee performance, and conversely employee engagement and success. Whilst also establishing internal accountability and acceptance. At this point this needs to be done in a way that is positive and accepted, otherwise people start to feel like they are being watched and judged in a way that creates distrust and fear. Many organizations suffer from this, in fact often performance appraisals are feared by both the appraisee and the appraiser. This does not benefit anyone. Performance appraisal should, and can be largely positive experiences. To allow this to happen in your business you need to focus on more than just metrics, and open the process to all aspects of what engages your people in the workplace. Show Objectives This week's show focuses on maximizing your performance appraisal process and establishing it so that you are actually engaging your people, and not just judging them unfairly or suddenly. Done well you will find that Formal Appraisals can be a big positive in an organisation, but they do take focus to get them right. So why do they have the habit of generating so much fear and unrest for everyone involved. In essence formal appraisals were once mostly just used to judge success against very black and white parameters and metrics, often unexpectedly or without prior communication. Regularly forgetting that you are dealing with people, not just numbers.

Introduction Performance Appraisals, or evaluations, are a process where job performance is measured, documented and evaluated.  This can occur as a formal process or in a more informal way. Either way there needs to be a goal to be achieved and an outcome that can be measured. It all sounds very black and white and process driven, with very little room for humanity. This is where many companies go very wrong. If we can't allow the human side to enter our performance appraisals we are setting ourselves up for failure, as we are cutting out a key part of what makes our business function. People are your greatest assets in any business, and you need to think of all of your internal processes from this view point, if you really want to build a sustainable and successful business that is run by engaged people. If you are still in the start-up phase, then planning for your business evolution is very important, and is often your sole focus. Early in the development of organizations processes tend to be very fluid, as people are asked to step in and perform multiple roles.  The performance evaluations during these early stages may be more informal, occurring over a series of conversations that are suitable for the changing environment.  As the company grows there is a need to move toward formal performance evaluations that is part of a systematic approach used to help manage employee performance, and conversely employee engagement and success. Whilst also establishing internal accountability and acceptance. At this point this needs to be done in a way that is positive and accepted, otherwise people start to feel like they are being watched and judged in a way that creates distrust and fear. Many organizations suffer from this, in fact often performance appraisals are feared by both the appraisee and the appraiser. This does not benefit anyone. Performance appraisal should, and can be largely positive experiences. To allow this to happen in your business you need to focus on more than just metrics, and open the process to all aspects of what engages your people in the workplace. Show Objectives This week's show focuses on maximizing your performance appraisal process and establishing it so that you are actually engaging your people, and not just judging them unfairly or suddenly. Done well you will find that Formal Appraisals can be a big positive in an organisation, but they do take focus to get them right. So why do they have the habit of generating so much fear and unrest for everyone involved. In essence formal appraisals were once mostly just used to judge success against very black and white parameters and metrics, often unexpectedly or without prior communication. Regularly forgetting that you are dealing with people, not just numbers.

Introduction Performance Appraisals, or evaluations, are a process where job performance is measured, documented and evaluated.  This can occur as a formal process or in a more informal way. Either way there needs to be a goal to be achieved and an outcome that can be measured. It all sounds very black and white and process driven, with very little room for humanity. This is where many companies go very wrong. If we can't allow the human side to enter our performance appraisals we are setting ourselves up for failure, as we are cutting out a key part of what makes our business function. People are your greatest assets in any business, and you need to think of all of your internal processes from this view point, if you really want to build a sustainable and successful business that is run by engaged people. If you are still in the start-up phase, then planning for your business evolution is very important, and is often your sole focus. Early in the development of organizations processes tend to be very fluid, as people are asked to step in and perform multiple roles.  The performance evaluations during these early stages may be more informal, occurring over a series of conversations that are suitable for the changing environment.  As the company grows there is a need to move toward formal performance evaluations that is part of a systematic approach used to help manage employee performance, and conversely employee engagement and success. Whilst also establishing internal accountability and acceptance. At this point this needs to be done in a way that is positive and accepted, otherwise people start to feel like they are being watched and judged in a way that creates distrust and fear. Many organizations suffer from this, in fact often performance appraisals are feared by both the appraisee and the appraiser. This does not benefit anyone. Performance appraisal should, and can be largely positive experiences. To allow this to happen in your business you need to focus on more than just metrics, and open the process to all aspects of what engages your people in the workplace. Show Objectives This week's show focuses on maximizing your performance appraisal process and establishing it so that you are actually engaging your people, and not just judging them unfairly or suddenly. Done well you will find that Formal Appraisals can be a big positive in an organisation, but they do take focus to get them right. So why do they have the habit of generating so much fear and unrest for everyone involved. In essence formal appraisals were once mostly just used to judge success against very black and white parameters and metrics, often unexpectedly or without prior communication. Regularly forgetting that you are dealing with people, not just numbers.

Introduction Performance Appraisals, or evaluations, are a process where job performance is measured, documented and evaluated.  This can occur as a formal process or in a more informal way. Either way there needs to be a goal to be achieved and an outcome that can be measured. It all sounds very black and white and process driven, with very little room for humanity. This is where many companies go very wrong. If we can't allow the human side to enter our performance appraisals we are setting ourselves up for failure, as we are cutting out a key part of what makes our business function. People are your greatest assets in any business, and you need to think of all of your internal processes from this view point, if you really want to build a sustainable and successful business that is run by engaged people. If you are still in the start-up phase, then planning for your business evolution is very important, and is often your sole focus. Early in the development of organizations processes tend to be very fluid, as people are asked to step in and perform multiple roles.  The performance evaluations during these early stages may be more informal, occurring over a series of conversations that are suitable for the changing environment.  As the company grows there is a need to move toward formal performance evaluations that is part of a systematic approach used to help manage employee performance, and conversely employee engagement and success. Whilst also establishing internal accountability and acceptance. At this point this needs to be done in a way that is positive and accepted, otherwise people start to feel like they are being watched and judged in a way that creates distrust and fear. Many organizations suffer from this, in fact often performance appraisals are feared by both the appraisee and the appraiser. This does not benefit anyone. Performance appraisal should, and can be largely positive experiences. To allow this to happen in your business you need to focus on more than just metrics, and open the process to all aspects of what engages your people in the workplace. Show Objectives This week's show focuses on maximizing your performance appraisal process and establishing it so that you are actually engaging your people, and not just judging them unfairly or suddenly. Done well you will find that Formal Appraisals can be a big positive in an organisation, but they do take focus to get them right. So why do they have the habit of generating so much fear and unrest for everyone involved. In essence formal appraisals were once mostly just used to judge success against very black and white parameters and metrics, often unexpectedly or without prior communication. Regularly forgetting that you are dealing with people, not just numbers.

On this episode of The Shape of Work podcast, our guest is Anshuman Das, HR Business Partner at Piramal Capital & Housing Finance.With over four years of experience working as an HRBP and having worked at companies like Axis Bank and Reliance Jio,  Anshuman has plenty of expertise to share in this conversation.EPISODE HIGHLIGHTS:The personalized onboarding process for the new hiresHow to avoid a bad hireHis thoughts on Psychometric tests Practical performance appraisal methods for the modern workforce  Going beyond Quantitative performance reviewsPositives and negatives of the remote workforce and virtual collaborationPersonalizing experience by people managers:According to Anshuman, personalizing experience is how people managers should focus on giving a good onboarding experience to the employees. Unless they make the entire employee experience enriching, customers will not be satisfied too as it affects their performance. New joiners are confused while entering the company for the first time. Companies need to consider them as their ambassadors and help them. What impact does a bad hire have on the functioning of the company?HR professionals are also humans and they cannot totally ensure that a candidate would be a 100% fit for the company. But they need to try their best to avoid bad hires. There are two types of loss a company faces due to a bad hire- qualitative and quantitative.Qualitative loss includes the environment of disengagement that the other employees would work in. They will have a burden of extra tasks on them.Quantitative loss includes the monetary expenses and the time wasted.Anshuman explains ways to avoid making such hires with the new processes and analytics taking place. However, Anshuman does not believe in the need for psychometric tests.Impact of tech in the recruitment process:Tech advancements in the recruiting process is a real good addition. It allows easy screening through profiles rather than CVs on paper.In addition, it really helps see the personality of a candidate and makes it faster and efficient.Effective performance management:According to Anshuman, not every performance is measurable. They cannot be added to the rating system. However, performance management can be seen in a learning perspective. Apart from that, the entire process is a tool to help employees and the employers understand what they lack and how to train them. It becomes the process of turning them from an average performer to the best employee. Talent management programs, training, projects, can help develop them into a leadership role.The impact of remote work:Remote working has both its pros and cons. Things are setting up in a remote working setup.  People get an efficient work-life balance, freedom, and flexibility while working from home.Even though it is missing 1v1 interactions are still better but they do help by giving more time. Engagement and understanding depends on where people are more comfortable. It also helps companies in saving costs. Before going back to the normal way of work, companies should follow a slow transition. They should give time to employees and make them understand the difference.Follow Anshuman on LinkedInProduced by: Priya BhattPodcast host: Junius DsilvaBONUS: Performance reviews helps employees to grow and improve themselves. Here is A Manager's Guide to Giving Proper Employee Performance Reviews for ensuring effective performance reviews

Do you do regular performance appraisals with your team? If not, you should. Find out why in Episode 348: Performance Appraisals Don't forget to like, comment and share... and if you love it, hit the subscribe button too

Performance Appraisals or evaluations are a process where job performance is measured, documented and evaluated.  The evaluation of performance can be formal and/or informal. It all sounds very black and white and process driven, with very little room for humanity. This is where many companies go very wrong. If we can't allow the human side to enter our performance appraisals we are setting ourselves up for failure, as we are cutting out a key part of what makes our business function. People are your greatest assets in any business, and you need to think of all of your internal processes from this view point, if you really want to build a sustainable and successful business. Planning for your business evolution is also very important, early in the development of organizations things are very fluid and people are asked to step in and perform multiple roles.  The performance evaluations during these early stages may be more informal, occurring over a series of conversations that are suitable for the changing environment.  As the company grows there is a need to move toward formal performance evaluations that is part of a systematic approach used to help manage employee performance, and conversely employee engagement and success. Whilst also establishing internal accountability and acceptance.

Performance Appraisals or evaluations are a process where job performance is measured, documented and evaluated.  The evaluation of performance can be formal and/or informal. It all sounds very black and white and process driven, with very little room for humanity. This is where many companies go very wrong. If we can't allow the human side to enter our performance appraisals we are setting ourselves up for failure, as we are cutting out a key part of what makes our business function. People are your greatest assets in any business, and you need to think of all of your internal processes from this view point, if you really want to build a sustainable and successful business. Planning for your business evolution is also very important, early in the development of organizations things are very fluid and people are asked to step in and perform multiple roles.  The performance evaluations during these early stages may be more informal, occurring over a series of conversations that are suitable for the changing environment.  As the company grows there is a need to move toward formal performance evaluations that is part of a systematic approach used to help manage employee performance, and conversely employee engagement and success. Whilst also establishing internal accountability and acceptance.

We all go through the Performance Appraisal process but depending on where you work and how your organization views its importance, it may determine how much quality feedback you receive. Feedback is vital to ensuring your career success as you build Your Mid-Career GPS. But sometimes, depending on where you work and who your boss is, your annual review may not be all you hope it to be.  If you are someone who craves feedback or has been disappointed in how your last performance appraisal went, listen to this episode to help you navigate your next review.  In this episode, you'll learn why performance appraisals are in place, how they have evolved over the years, and what you can do to get the most out of your annual review meeting. Plus, I'll share with you some tips to keep you on your path when you don't get the promotion and how to make the most of your next year leading up to your next annual review.   Key Topics & Time Stamps: ·      Why Performance Appraisals Exist (3:10)·      Performance Appraisals Provide You with Feedback & Build Relationships (5:59)·      Being Aware of Your Company's Culture and Attitudes Toward Performance Appraisal (9:12)·      Why I Always Valued Delivering Performance Appraisals to My Direct Reports (12:23)·      Tips to Help You Get What You Need from Your Performance Appraisal (14:27)  List of Resources:·      The Performance Management Revolution by Peter Cappelli and Anna Tavis (Harvard Business Review) - https://hbr.org/2016/10/the-performance-management-revolution·      6 Tips for Writing an Effective Performance Review by Sean Peak - https://www.businessnewsdaily.com/5760-write-good-performance-review.html·      Blog – What to Do When You Don't Get the Promotion - https://johnneral.com/what-to-do-when-you-dont-get-the-promotion/·      John's Book - SHOW UP - Six Strategies to Lead a More Energetic and Impactful Career Calls to Action: ·      If you'd like to get weekly information about leadership and career topics, sign up for my email newsletter here.·      Get notified when new podcast episodes drop. Subscribe on Apple Podcasts here or wherever you listen. And don't forget to rate and review to let me know what you are enjoying or learning. ·      Let's stay connected by following me on social. LinkedIn @johnneral, Instagram @johnneralcoaching, Facebook @johnneralcoaching, Twitter @john_neral.·      Visit https://johnneral.com for more information.    

Get an under-performer back on the right track!

There's feedback and there's guidance; there's praise and there's criticism. All of it is important to do better work, but to develop a better and more productive workplace and relationships -- especially given how much time we spend at work! -- the way we give and receive feedback really matters. "One of the great things about having a great boss," observes Kim Scott, "is that a great boss will help you grow as a person. And for a lot of people, a big part of what gives work meaning is personal growth." That's another reason why feedback matters. But doesn't so much feedback take too much time when you're busy building things, especially in fast-growing startups where you're also focused on survival first? Or what if you're not so into the touchy-feely aspects of soliciting feedback? In fact, what is the best way to give feedback, so that you're not being obnoxiously aggressive or even worse, "ruinously empathetic"? You actually don't have to choose between those two things, argues Scott, because the answer lies somewhere in between, with "radical candor". Finally, how does this fit with other management wisdom around how much to develop someone -- or when to just "call it" and fire them? How does this affect women and under-represented minorities in the workplace? Or how about creatives, millennials, and remote workers? In this episode of the a16z Podcast, Sonal Chokshi explores these questions with Scott, who came out of Google, Apple University, and her own startups... and literally wrote the book on Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity.

Do you know anyone who was motivated going into, or coming out of, their annual performance appraisal? Most organizations and employees are dissatisfied with the performance appraisal process, so it remains a curiosity why this methodology continues to exist. Performance appraisals don't improve performance and they don't drive careers; they are an incidental effect of other dynamic systems. In essence, appraisals are the paper-shuffling ritual that sanctifies decisions already made. Ed and Ron will discuss several companies that have ditched this anachronistic practice for processes that actually improve performance.

Do you know anyone who was motivated going into, or coming out of, their annual performance appraisal? Most organizations and employees are dissatisfied with the performance appraisal process, so it remains a curiosity why this methodology continues to exist. Performance appraisals don't improve performance and they don't drive careers; they are an incidental effect of other dynamic systems. In essence, appraisals are the paper-shuffling ritual that sanctifies decisions already made. Ed and Ron will discuss several companies that have ditched this anachronistic practice for processes that actually improve performance.

New Wharton research takes a closer look at the usefulness and accuracy of performance reviews – with some surprising results. See acast.com/privacy for privacy and opt-out information.