Posts Tagged ‘performance review’

Who Owns Performance?

Michael Gallagher, .

A man holding out some keysA favorite question I often ask business owners or senior managers after discussing their company’s priority business goals is “if I asked your first line supervisors or employees what the most important objectives here are, what would they tell me?” Typically, after a little silence, the more honest ones answer “I don’t know.” The point of course is twofold:

1. Has management taken the time to define progress in terms of very specific metrics?

2. Has ownership of those objectives been passed to the people who produce the company’s products or services?

Performance Reviews: How Do They Differ Between Managers and Non-Managers?

Michael Gallagher, .

pen and paperOne of the most critical aspects of leadership is conducting effective performance reviews. Performance is the key component of an effective organization. Performance can mean meeting profit expectations, introducing effective marketing strategies, and hiring and mentoring high quality personnel. However, it is clear that without the latter, exemplary staff, the former components cannot be realized. Furthermore, the management of effective human resources is dependent on clear, consistent and effective performance reviews.

The focus of the assessment should be based purely on performance objectives.

Tying Feedback to Performance Objectives

Michael Gallagher, .

targetWhen a company hires me as a consultant, I ask to see their performance review plan. If there is no plan in place, then this is where my work with the organization begins. A performance review plan must be tied to performance objectives. In other words, if there are no clear performance objectives, then there is nothing to which to tie your employee performance review. The employee, in dialogue with the manager, should direct their activities to these predetermined and mutually agreed upon set of objectives. You cannot evaluate employee performance without a clear link to the objectives of the organization.

Performance objectives evolve from the initial job description. For example, an account manager or a sales manager may have similar generic objectives including familiarity with client needs, communication with the client, delivery of services/products and customer satisfaction.