Comments on: Write your performance review with facts http://cuberules.com/2009/08/05/write-your-performance-review-with-facts/ Career Advice for Cubicle Warriors Thu, 02 Sep 2010 03:47:10 +0000 hourly 1 By: The most important action to take on your performance review http://cuberules.com/2009/08/05/write-your-performance-review-with-facts/comment-page-1/#comment-5480 The most important action to take on your performance review Tue, 20 Apr 2010 16:21:40 +0000 http://cuberules.com/?p=3248#comment-5480 [...] This poor content results in them turning over their performance rating to the whims of what the manager remembers about their performance. Mangers get to walk into calibration sessions with other managers and talk about their perceptions of their employees rather than the facts about their performance. [...] [...] This poor content results in them turning over their performance rating to the whims of what the manager remembers about their performance. Mangers get to walk into calibration sessions with other managers and talk about their perceptions of their employees rather than the facts about their performance. [...]

]]> By: Performance Review or Effectiveness Appraisal? | Cube Rules http://cuberules.com/2009/08/05/write-your-performance-review-with-facts/comment-page-1/#comment-5039 Performance Review or Effectiveness Appraisal? | Cube Rules Fri, 14 Aug 2009 08:02:05 +0000 http://cuberules.com/?p=3248#comment-5039 [...] performance review has never been the most fun task to do at work. And while I write about having specific facts in your performance review and ensuring you write your performance review because it protects your interests, I’m not a [...] [...] performance review has never been the most fun task to do at work. And while I write about having specific facts in your performance review and ensuring you write your performance review because it protects your interests, I’m not a [...]

]]> By: Change your behaviors for real career change | Cube Rules http://cuberules.com/2009/08/05/write-your-performance-review-with-facts/comment-page-1/#comment-5025 Change your behaviors for real career change | Cube Rules Mon, 10 Aug 2009 18:16:30 +0000 http://cuberules.com/?p=3248#comment-5025 [...] change — including many of the articles here on Cube Rules. I can tout the reasons you “Write Your Performance Review with Facts” or how to answer the “forced choice interview [...] [...] change — including many of the articles here on Cube Rules. I can tout the reasons you “Write Your Performance Review with Facts” or how to answer the “forced choice interview [...]

]]> By: Scot http://cuberules.com/2009/08/05/write-your-performance-review-with-facts/comment-page-1/#comment-5020 Scot Thu, 06 Aug 2009 20:23:58 +0000 http://cuberules.com/?p=3248#comment-5020 Derek -- I think it would be nice if employees, not just managers, had data at their fingertips for their performance. Indeed, as noted in "The Three Signs of a Miserable Job," the inability of an employee to measure their own performance independent of their manager is one of the key issues with engaging in the work. The hard part of performance management for both the employee and the manager is the difficulty in establishing measurements for the individual work contribution to goals. Many, if not most, reporting systems only take reporting to the department or the project level -- and that isn't granular enough to measure performance for individuals. For example, coming into a group, I had specific sets of knowledge articles assigned to individuals and a goal to reduce calls to a support center through reading and using the knowledge solutions. The problem? The reporting could get to what the effect was for ALL knowledge articles -- but not the ones assigned to one individual in my group so I could rate the performance or allow the employee to measure their own impacts on the goal through what they were doing with their group of articles. Now, fortunately, we were able to change the reporting to accommodate getting measurements to individuals, but how many companies are willing to spend money to change their reporting systems to measure individuals? As for your second paragraph, it's tough to get past the Corporate Speak. I'm not a fan of peer-to-peer reviews, but that's the subject of a different article. But, the takeaway I have from your second paragraph is that managers and employees have to agree on goals, the measurement for the goals, and execute the review process consistently even though it might be for a 360-degree review (or any other one). Not easily done. Derek — I think it would be nice if employees, not just managers, had data at their fingertips for their performance. Indeed, as noted in “The Three Signs of a Miserable Job,” the inability of an employee to measure their own performance independent of their manager is one of the key issues with engaging in the work.

The hard part of performance management for both the employee and the manager is the difficulty in establishing measurements for the individual work contribution to goals. Many, if not most, reporting systems only take reporting to the department or the project level — and that isn’t granular enough to measure performance for individuals.

For example, coming into a group, I had specific sets of knowledge articles assigned to individuals and a goal to reduce calls to a support center through reading and using the knowledge solutions. The problem? The reporting could get to what the effect was for ALL knowledge articles — but not the ones assigned to one individual in my group so I could rate the performance or allow the employee to measure their own impacts on the goal through what they were doing with their group of articles.

Now, fortunately, we were able to change the reporting to accommodate getting measurements to individuals, but how many companies are willing to spend money to change their reporting systems to measure individuals?

As for your second paragraph, it’s tough to get past the Corporate Speak. I’m not a fan of peer-to-peer reviews, but that’s the subject of a different article. But, the takeaway I have from your second paragraph is that managers and employees have to agree on goals, the measurement for the goals, and execute the review process consistently even though it might be for a 360-degree review (or any other one). Not easily done.

]]> By: Derek Irvine, Globoforce http://cuberules.com/2009/08/05/write-your-performance-review-with-facts/comment-page-1/#comment-5019 Derek Irvine, Globoforce Thu, 06 Aug 2009 19:43:44 +0000 http://cuberules.com/?p=3248#comment-5019 You highlight a key problem with annual performance reviews -- data must be remembered and it's only coming from one source. Wouldn't it be so much easier if managers had data at their fingertips on exceptional employee performance as determined by employee peers as well as management? And what if that information was benchmarked against other employees in the department and across the company as a whole? Strategic employee recognition solutions solve the problem by enabling frequent peer-to-peer and manager-to-employee recognition of behaviors and actions that reflect the company values and contribute to achievement of strategic objectives. By tying each recognition to a value or objective, managers are able to chart which employees are being recognized more frequently and for demonstrating which values. Of course, those values or employees not being recognized are an effective lagging indicator as well. Such a system is one of the most positive ways of implementing a 360 degree, ongoing performance review system. More details on the concept and insight from others available here: http://globoforce.blogspot.com/2008/12/performance-reviews-whats-value.html You highlight a key problem with annual performance reviews — data must be remembered and it’s only coming from one source. Wouldn’t it be so much easier if managers had data at their fingertips on exceptional employee performance as determined by employee peers as well as management? And what if that information was benchmarked against other employees in the department and across the company as a whole?

Strategic employee recognition solutions solve the problem by enabling frequent peer-to-peer and manager-to-employee recognition of behaviors and actions that reflect the company values and contribute to achievement of strategic objectives. By tying each recognition to a value or objective, managers are able to chart which employees are being recognized more frequently and for demonstrating which values. Of course, those values or employees not being recognized are an effective lagging indicator as well.

Such a system is one of the most positive ways of implementing a 360 degree, ongoing performance review system.

More details on the concept and insight from others available here:
http://globoforce.blogspot.com/2008/12/performance-reviews-whats-value.html

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