Evaluation process does not teach or support effective communication.
Follow-through on objectives and goals just does not happen.
Ongoing communication is the norm.
Measurable results exist.
Step by step process with follow through is created.
Non-confrontational approach leads to "win-win" results.
Participants seek consensus and report positive attitudes about evaluation process.
Anxiety is heightened.
Communication is strained before, during, and after the evaluation.
Employees feel empowered before, during, and after evaluation process.
Employees want to contribute to the organizational goals and departmental objectives.
Evaluations are ONLY seen as a legal requirement with no business value.
Evaluations are dreaded by ALL, and not seen as beneficial to any.
The evaluation process has NO learning component.
Direct connection between evaluation process
and business outcomes.
Ongoing value-driven professional development
piece.
The evaluation process often causes stress and erodes trust.
Both manager and performer work together toward
solutions.
Performance and rewards are measurable and
clear.
Thoughtful evaluation processes produce positive
results for all and lead to creativity.
The evaluation tool itself is so generic it
is irrelevant to organizational objectives and
individual performance standards.
Measurement tools are specifically-designed, precise, and flexible.
Data collection is specific to organizational objectives and individual performance standards.
Described as "too little, too late" and "always after the fact," the whole evaluation system seems to be in a catch up mode.
Evaluations lead to proactive, professional development which benefits manager and performer.
Process proactively grows organization and staff toward specific goals.
Most organizations approach employee performance evaluations in a "too little, too late" manner.
In our experience there are two common themes with the evaluation process. The first theme is that most evaluation tools
are chosen by default. Often busy Owners, HR Directors, and Managers aren't aware of other options. Imprecise tools lend
themselves to nonspecific results leaving the employee and manager with information that is of little use to the individual
or the organization. The second theme relates to the communication skills of the evaluator. Evaluators often do not possess
the requisite communication skills to manage the process in a "win-win" manner. This usually creates more problems than it
solves. Academic workshop knowledge alone does not guarantee evaluator effectiveness. The evaluation process takes
considerable practice to produce positive results for the performer and the organization.
Our clients have made significant improvements in their ability to communicate with subordinates as well
as improvements to the bottom line as a result of learning new evaluation methods. Our process will help
you develop individuals as well as grow the organization in a methodical and measurable manner.
Creating a performance evaluation process specific to your organization has the potential to take you and
the people in your organization to the next level. Here are the benefits:
clear, specific, and current performance
standards unique to your organization and people;
your evaluation tool is simple and succinct; it identifies the interrelationship of your business goals and the
performer's role in meeting these;
performer contributes to the expectations and contributions that determine his or her own standards for performance;
processes and tools encourage ongoing
feedback, as well as objective, informal/formal, and mid-course corrections;
tools and processes inform the performer, support self-direction and interdependence, and encourage positive
"bottom-up," as well as "top-down" communication;
all individual goals are aligned with the organizational goals; roles
and responsibilities are clear;
performance is assessed effectively; proactive,
specific, relevant data is gathered, from which informed selection
decisions about promotions, committees, transfers, skills building, and termination may be made;
staff development and training activities
can be focused on organizational growth and individual performance needs;
performers receive timely recognition and
rewards based on their specific objective contributions to the business goals.
Don't let your organization get caught in the cycle of performance evaluations that are once-a-year confrontations entirely
focused on vague generalities. The evaluation experience should not inadvertently leave the manager and performer feeling
wounded or frustrated. Avoid this type of outdated and unstructured evaluation process and implement a flexible evaluation
process that is designed specifically for the organization and culture.
Contact IBS so we may work with you to design your unique, effective performance evaluation tool and teach your leaders how
to relate with staff effectively. Let us help your team fine-tune a more profitable framework specific to your company's vision.
