{"id":7294,"date":"2014-02-17T11:26:39","date_gmt":"2014-02-17T11:26:39","guid":{"rendered":"https:\/\/affinityhrgroup.com\/2019\/05\/diy-performance-management-the-critical-components-of-performance-review\/"},"modified":"2014-02-17T11:26:39","modified_gmt":"2014-02-17T11:26:39","slug":"diy-performance-management-the-critical-components-of-performance-review","status":"publish","type":"post","link":"https:\/\/theworkplaceadvisors.com\/diy-performance-management-the-critical-components-of-performance-review\/","title":{"rendered":"DIY PERFORMANCE MANAGEMENT – THE CRITICAL COMPONENTS OF PERFORMANCE REVIEW"},"content":{"rendered":"
\n

\u00a0I often get requests from clients seeking a performance evaluation form so that they can start a new review process in their workplace. My response, which always surprises them, is \u201cforget about the form \u2013 what are the goals?\u201d<\/span><\/p>\n

Performance management has very little to do with the evaluation form and almost everything to do with correct goal-setting and measurement. Here\u2019s a dirty little secret \u2013 you can use a home-grown excel spreadsheet or even a plain piece of paper and have an amazing performance evaluation form that will suit all your needs. Conversely, you can also purchase an expensive PM system and form that will do little to improve performance if you have the wrong goals (or no goals at all).<\/span><\/p>\n

Bottom line: Before you spend any money on performance management, here\u2019s the secret to developing a great review process that will cost you nothing.<\/p>\n

Secret #1:<\/strong> Set Good Goals\u2013 Good performance management begins with setting good performance goals. If you develop a bad goal, it doesn\u2019t matter what form you put it on, it will still be a bad goal. SelectSMARTgoals \u2013 goals that are Specific, Measurable, Achievable, Relevant and Time Bound. For example:<\/p>\n

Customer Satisfaction \u2013<\/strong>Customer service rep will reduce customer complaints from 30 registered customer complaints per quarter to less than 10 per quarter over the next 12 months.
\n<\/em><\/p>\n

As you can see from this sample goal, it is specific: we are looking specifically at the number of registered customer complaints. It is measurable: going from 30 to less than 10 registered complaints. Presumably this goal is achievable: the employee has control over customer complaints and has the capability of influencing them. The goal is relevant: the issue of customer satisfaction ties in closely with this employee\u2019s job function. And it is time-bound: it must be completed within the next 12 months.<\/p>\n

Let\u2019s revisit the issue of measurable goals for a moment. Often we set goals that are difficult to assess. \u201cI need you to be better organized,\u201d or \u201cyou need to be more responsive.\u201d To make these goals effective, make them measurable \u2013 \u201cby June you should have moved entirely into the new performance management system,\u201d or \u201cstarting tomorrow, you will respond to all inquiries within 12 hours.\u201d These goals can be measured and, importantly, agreed to.<\/p>\n

It is also important to ensure that measuring the goal doesn\u2019t create a complex administrative burden to the employee or the company. As best as possible, try to rely on analytics that are already in place. And don\u2019t set a goal about number of calls if the number of calls can\u2019t be tracked.<\/p>\n

Secret #2: Define Success\u2013<\/strong> The more you can set clear examples of what excellent, satisfactory and unsatisfactory performance is, the better your employees will understand your expectations. For example, if you have a goal about reducing registered customer complaints, you might set the following standards:<\/p>\n

Exceeds Expectation\u2013 Reduces customer complaints to 7 or fewer complaints per quarter<\/em><\/p>\n

Meets Expectation\u2013 Reduces customer complaints to 10 per quarter<\/p>\n

Fails to Meet Expectation\u2013 Reduces customer complaints to 15 or more per quarter<\/p>\n<\/div>\n

<\/div>\n
By setting these expectations, the customer service rep will know what will exceed your expectations and what failure looks like.
\n<\/span><\/div>\n
<\/div>\n
Secret #3:Don\u2019t Wait A Year To Check In<\/strong>-A great deal can happen in a year. Often, when we look back on a performance goal set 12 months prior we discover that the goal is either no longer applicable or a new, more pressing or important goal would make more sense. We recommend that mangers have formal check-ins with their employees every three to six months to make sure the employee is well positioned to succeed.
\n<\/span><\/div>\n
<\/div>\n
Secret #4: Consider your Incentives – <\/strong>Tying performance goals to merit pay or year-end bonuses is always a great idea because it creates a clear understanding of how performance relates to pay. However, during the recent economic downturn many companies have not been able to afford year-end bonuses or raises. This doesn\u2019t mean that you have to give up on providing an incentive. Instead, during the goal setting process, identify non-financial incentives that would encourage performance.
\n<\/span><\/div>\n
<\/div>\n
\n

Secret #5: Don\u2019t Forget Feedback –<\/strong>All too often managers save conversations about performance for the annual performance review. Unfortunately, performance successes or failures that happened earlier in the year have usually long been forgotten. If you are truly motivated to improve performance, make it a practice to observe and comment on performance every week. And when doing so, make a habit of observing and commenting on all of the good behavior you see \u2013 reinforcing good behavior\/performance will ensure you see more of it. <\/span><\/p>\n

When you really get down to it, managing performance is more about clear communication and open and ongoing feedback and less about process. The form is not important \u2013 the clearly defined expectation of goals and measurements is. But, after considering all of the above, if you truly feel you need a form, give me a call and I\u2019ll send you one!<\/p>\n<\/div>\n


\nBy Claudia St. John<\/span><\/div>\n","protected":false},"excerpt":{"rendered":"

\u00a0I often get requests from clients seeking a performance evaluation form so that they can start a new review process in their workplace. My response, which always surprises them, is \u201cforget about the form \u2013 what are the goals?\u201d Performance management has very little to do with the evaluation form and almost everything to do […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_uf_show_specific_survey":0,"_uf_disable_surveys":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-7294","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"aioseo_notices":[],"yoast_head":"\nDIY PERFORMANCE MANAGEMENT - THE CRITICAL COMPONENTS OF PERFORMANCE REVIEW - The Workplace Advisors<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/theworkplaceadvisors.com\/diy-performance-management-the-critical-components-of-performance-review\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"DIY PERFORMANCE MANAGEMENT - THE CRITICAL COMPONENTS OF PERFORMANCE REVIEW - The Workplace Advisors\" \/>\n<meta property=\"og:description\" content=\"\u00a0I often get requests from clients seeking a performance evaluation form so that they can start a new review process in their workplace. 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