Showing posts with label Performance Management. Show all posts
Showing posts with label Performance Management. Show all posts

Thursday, November 6, 2014

Book Review: Console Wars

I remember visiting my cousins when I was little. I was fascinated by the colorful images bleeping and blooping across their television screen in crystal clear 16-bit glory. There was a blue, spiked ball that was whirling to and fro, ricocheting off of walls, and raining down pain on the backs of his enemies. When that blue ball finally stopped moving, an edgy new mascot stood their impatiently waiting for the player to get him moving again.

Book Review:  "Console Wars"

It was somewhere around 1992 and the character on my cousins' screen was Sonic The Hedgehog. I was somewhat familiar with the Hedgehog from the TV commercials and the cartoon, but seeing it come alive in person was a totally different animal. I had an old, classic Nintendo at home. I had a copy of the amazing Super Mario Brothers 3 that I loved; I think I had purchased it myself with newspaper route money. However, this Hedgehog was far more lively than any dumb plumber. It was built from the ground up, designed to be a hip alternative to Mario.  At that time, I knew of the battle between Nintendo and Sega. It seemed a lot like the Cola Wars between Coke and Pepsi. It was a taste test.  I knew those commercials were telling me what was cooler and more fun.  As a kid, I had no idea the level of machinations that were going on behind the curtain. 

However, Tom Kalinski was intimately aware of all of the strategies and tactics that were being employed in the war between Sega and Nintendo.  You see, Tom Kalinski was the CEO of Sega during this most influential period in the second great wave of gaming consoles.  The book, “Console Wars”, follows Tom in his quest to pull a second-rate video gaming company best known for Altered Beast and Alex Kidd, into a top tier gaming titan.

The book is written in a narrative form, telling the story as it unfolds.  The writer, Blake Harris, has a writing style that is deceptively casual, allowing you to become engrossed in the victories of the Sega team while still being able to take away lessons in business leadership, communications, technology, and workflow. It had tons of great ideas about marketing and teamwork.

The book is separated roughly into thirds.  The first part of the book follows the retirement of the Sega Master System, the rise of the Genesis console, and the challenges of getting the first Sonic the Hedgehog Game done.  The next part deals with the overwhelming success of the Genesis over the Super Nintendo, the creation and release of Sonic 2, and the maturation of Sega team.  The last third of the book deals with the internal conflicts that allowed Nintendo to triumph, and planting the seeds of the eventual collapse of Sega consoles.

The version of the book that I read was on Amazon Kindle, of which I was grateful.  I imagine that a fictional book would try to streamline the number of characters, but this is non-fiction.  The book takes pains to include all of the real people that actually worked in the industry. It was sometimes easy to lose track of who was who. Fortunately, the Kindle has search functionality that made it easy to go back and refresh my memory when needed.  I appreciated that level of detail, even if it meant I had to work a little harder at reading it.

I would highly recommend this book. There is a lot to the book “Console Wars”; plenty of content.  It was a fun read, and if you paid attention, you might learn a thing or two. 






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Thursday, August 7, 2014

Get Stuck

Just a quick FYI before you start reading this post.  I think I broke the cliché machine when writing this.  It’s 4:30 am in the morning and I was just writing down the thoughts as they came pouring out.  I hope nothing I said is too far off of the mark or offends anybody.  Please forgive me if I sound too much like a self-help fountain.

Get Stuck.

It’s okay to get stuck in life.  It means that at some point in your life, things happened to stop your momentum.  You ceased moving in the direction that you wanted to go.  Oftentimes, if we get stuck, it means that we were simply trying something that didn’t quite pan out.  This is a great time to follow that old phrase, “Fail fast, fail often”.  Once you know something isn’t working, once you know that you are stuck, you are now in a position to try new ways to get yourself unstuck.

Try something new.  Try something wild.  Try something untested.  If you are stuck in life and you keep doing the same kinds of things to try to get moving again, you will continue to keep getting the same kinds of results. 

Some problems will never go away, but you can go around them.  You can move beyond them.  Here are a few examples that popped in my head:

     1)  If you are confined to the house due to an illness - I know, that can be a bummer.  You and the doctors have tried everything.  Perhaps it is a good time to grow beyond your pot; to break the mold. Try to find a problem that you can solve.  Maybe you can’t fix your illness, but I’ll bet you can use your time to find a solution to something else.  Whether it is finally finishing that book you've been meaning to write or figuring out how to make the bathroom door stop squeaking, focus on the problems that you can actually fix.

     2)  When graduating college, you cannot find a job in your major - Eventually, you may have to take a job outside of your major.  It may suck, but I’ll bet if you look, you can find jobs that are more interesting outside of your major.  Try applying for those too!  Don’t limit your potential.

     3)  You have a family member that you can’t fix - No matter what you do, this family member will not change.  You continue to provide them with sound and reasonable advice, but they refuse to be responsible.  What do you do?  Maybe the best answer is to do nothing.  The relationship will stay stuck unless you accept that it’s not on you to force this change.  Try to find other ways that you can share with this family member outside of the problem.


These are just a few ideas.  Obviously, there are a bazillion-kajillion scenarios where you can get stuck.  There is no one solution.  It is okay to get stuck.  Hey, get stuck more often!  That is the best time to innovate, grab a crowbar, and come at your problem from the side.  



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Saturday, June 14, 2014

Change Is Inevitable


Change is Inevitable  - by Trevor Stasik
Change Happens
Author Douglas Adams once wrote in his book Mostly Harmless, "Anything that happens, happens. Anything that, in happening, causes something else to happen, causes something else to happen. Anything that, in happening, causes itself to happen again, happens again. It doesn’t necessarily do it in chronological order, though." The truth is that things in life rarely remain static for a long time. Things happen. Systems get upgraded. New schools of thought are discovered. Have you changed with the times? Are you adjusting your career battle-plan? Own your change.

 
TYPES OF CHANGES
What kinds of changes are you dealing with in your life? You can deal with it, whether it is a tiny change or a big, monumental, transformational event. You just need to get your head around it. There are many kinds of changes but they can all be boiled down to two questions:  Is it wanted change? Can you prepare for it in advance? Once you answer those questions, you will hopefully be a little less stressed as you will then be able to better deal with the change.

Think of the types of change across a 4-box matrix:


Top Left Box - If the change that you expect is wanted, but there is no way to prepare or to know when it will happen, your best strategy would be to practice patience. Sometimes good things come to those who wait.

Top Right Box - You wanted change and now it is coming. If you are able to prepare in advance, you can take advantage of the event. Set yourself up to do more than succeed. Set yourself up for multiple successes. Try to group your tasks and events so that victory in one can help the others. Hopefully I am making sense on this one. In other words, nothing succeeds like success.

Bottom Left Box - Push forward peacefully and keep going.  There is a Serenity Prayer that some people follow that may be helpful to remember:

God, grant me the serenity
To accept the things I cannot change,
Courage to change the things I can,
and wisdom to know the difference.

If there is nothing you can do to stop an unwanted change, then there is nothing you can do. Try to work on the things you can change in your life. Try to find strength to pass through those changes that are unwanted. Consider breathing exercises, doing yoga, or talking to a friend. Anything you need to so you can find serenity.

Bottom Right Box - If you know a flood is coming, you had better put up some sandbags now and plan your path to higher ground. Sometimes there are changes that are for the worse, but the damage can be negated with the proper amount of preparation.

ASK THE QUESTIONS OF YOURSELF
Change will often push us; cause us to get out of our comfort zone. How we answer those questions for ourselves will help decide how to handle the change.

On a personal note, I have not made any updates to my blog in a while, as I have been experiencing my own changes - Career, family, etc. Additionally, I may change the format or I may leave it as is. As I debate this, I ask myself the questions above: Is Change Wanted? Is Preparation Possible?


If I do not talk to you again soon, have a great summer.



Note: Please view the Disclaimer page for all liabilities and limitations.

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Sunday, December 15, 2013

Any Given Monday

Football and Business on Any Given Monday
I write this as I sit here and watch today's football game of the Philadelphia Eagles versus the Minnesota Vikings. There is a term in football known as "Any Given Sunday".  On any given Sunday, the right strategy can be employed to overcome insurmountable odds. Losing teams can catch teams with winning records flat-footed and stop a five game streak in its tracks.  Conditions on the ground can allow anybody to take the advantage.

Any Given Monday

You can apply this idea to your workday.  When you go to work on Monday, do you give it your all?  If you are the manager or employer, do you fight for victory even when it looks like your team is outmatched?  You can win the victory on any given Monday.  It is so important day-to-day, week-to-week, season-to-season to come out ready to play each and every workday.

As I wait to see if the Eagles can come back from the unexpected beating they are taking from the Vikings, I would like to leave you with an Al Pacino monologue from the fabulous movie Any Given Sunday:

I don’t know what to say, really. Three minutes till the biggest battle of our professional lives all comes down to today. Now either we heal as a team or we’re gonna’ crumble, inch by inch, play by play, 'til we’re finished.
We’re in hell right now, gentlemen, believe me. And, we can stay here -- get the s--t kicked out of us -- or we can fight our way back into the light. We can climb outta hell one inch at a time.
Now, I can’t do it for you. I’m too old. I look around. I see these young faces, and I think -- I mean -- I made every wrong choice a middle-aged man can make. I, uh, I pissed away all my money, believe it or not. I chased off anyone who’s ever loved me. And lately, I can’t even stand the face I see in the mirror.
You know, when you get old in life things get taken from you. I mean that's...part of life. But, you only learn that when you start losing stuff. You find out life’s this game of inches. So is football. Because in either game, life or football, the margin for error is so small -- I mean one-half a step too late, or too early, and you don’t quite make it. One-half second too slow, too fast, you don’t quite catch it.
The inches we need are everywhere around us.
They’re in every break of the game, every minute, every second.
On this team, we fight for that inch. On this team, we tear ourselves and everyone else around us to pieces for that inch. We claw with our fingernails for that inch, because we know when we add up all those inches that’s gonna’ make the f--kin' difference between winning and losing! Between livin' and dyin'!
I’ll tell you this: In any fight, it’s the guy who’s willing to die who’s gonna’ win that inch. And I know if I’m gonna have any life anymore, it’s because I’m still willin' to fight and die for that inch. Because that’s what livin' is! The six inches in front of your face!!
Now I can’t make you do it. You got to look at the guy next to you. Look into his eyes! Now I think you’re gonna see a guy who will go that inch with you. You're gonna’ see a guy who will sacrifice himself for this team because he knows, when it comes down to it, you’re gonna’ do the same for him!
That’s a team, gentleman!
And, either we heal, now, as a team, or we will die as individuals.
That’s football guys.
That's all it is.
Now, what are you gonna’ do?


And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.


Interesting Link:
http://www.imdb.com/title/tt0146838/





Note: Please view the Disclaimer page for all liabilities and limitations.

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Thursday, November 21, 2013

Mind Like Water - Management Like Water

Mind Like Water - Management Like WaterDo you have a mind filled with big, unmovable granite boulders?  Or do you have an adaptive mind like water?  I would like to discuss the significance of having a flowing mindset in tackling management problems - Watch out for a mudslide!  Please feel free to leave a comment or suggestion down below about your own experiences with zen-like management formation.

Mind Like Water - Bend with Reality Rather Than Breaking Against The Rocks

I assure you, this post is not about to become some kind of trippy-experiment.  What is meant by the term “Mind Like Water”, is allowing yourself to adapt to the world as it is.  It is about answering a stimulus with only the amount needed; not rocking the boat by over-reacting.  In a personal sense, it is being balanced in your life so that you are prepared for whatever life throws at you.  At a professional level, it is about clearing away the mental clutter.  Some people use the “Getting Things Done” system, developed by David Allen, to sort things, allowing your mind to focus on more important matters.  Try to not worry about those things that you cannot change.  I know this is tough, I struggle with it myself, but it is a worthy goal to consider.

Management Like Water

So, can this “Mind Like Water” mindset work with managing an organization.  I think that it can.  Sometimes, managers and leaders have little control over who is on their team or the resources that they are allocated.  You have to work with the reality that you have been given, and hopefully lead your teams to accept their role in a bigger picture.  Clear out your group’s mental clutter by removing as many obstacles to productivity as possible.  Get all of your work into one place that your team can view, so they can clearly understand exactly what their responsibilities are.  Do not over-commit your team causing it to lose its focus and effectiveness.  Do not under-commit your team to cause people to feel bored or unvalued.  Find that balance.  Change your policies to fit a shifting reality.

The Boulders

I hope that you have thought a little bit about how to flow better in life and at work.  If you are in the fortunate position to have a lot of boulders thrown in your path, try to look at it as a learning opportunity.  You have the chance to find new ways of thinking and looking at things to find greater successes in your life.  With a little energy, maybe you can get even get some of those rocks and boulders to unstick on your way down the hill.

Are you practicing “mind like water”?  Flow and adapt.

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.


Interesting Links:
http://www.davidco.com/
http://zenhabits.net/mind-like-water/
http://skylance.org/2012/01/belief-needing-complexity-reach-simplicity/
http://www.alanfurth.com/achieving-mind-like-water-through-getting-things-done/


Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn

Tuesday, March 26, 2013

SMART Goals


If you really want to boost the performance of your teams, you need to make sure that they are following the right goals.  Well, how do you determine what your goals are?  Why, you have to be SMART about it.  As this management technique has been around for a while, if any of you wish to discuss how you have used this process in your own goal-setting, please feel free to leave a comment at the bottom of this post.

SMART Goals

Goals can be difficult things to achieve.  They are made even more difficult when you do not know what your goal is.  You will probably never find your destination if you do not have a map and some directions to take you there.  You can think of the acronym S-M-A-R-T when you think of achieving a goal.  Whether personal, professional, or commercial; you can use a step-by-step procedure to help make your objectives more clear.

S - Specific

The letter S stands for Specific.  You want your goals to be clearly definable.  When an athlete runs a race, they do not simply run until someone declares him or herself the winner.  They run with the finish line in mind.  They know what it is, how to get there, and exactly what it looks like.  Your organization should not have vague goals.  Be able to provide a number.

M - Measurable

You need to be able to measure the metrics that help define the result?   You should not have a goal that cannot be clearly measured, because without measurement, there is no real tracking.  These measurements will also help you determine how far you need to go to reach your goal.

A - Attainable

It is okay to shoot for the moon if you are NASA.  The rest of our organizations may want to focus on more attainable goals.  You should pick out goals, they should be realistic.  You need to have the resources to complete the goal or have a way to obtain the necessary resources.  Consider whether you will have the time, manpower, equipment, energy, etc. to make a goal a reality.

R - Relevant

A relevant goal is a worthwhile goal.  This tells you why you want to have the goal in the first place.  You need to answer two questions tor goal to be considered relevant:  Is it tied to the company’s strategy?  Does it provide value to an organization?  If a goal makes sense for an organization and it creates a benefit, then it may be a goal worth pursuing.

T - Time Trackable

The Alpha and the Omega.  You need to know when to begin a goal, when to end a goal, and what your timeline of milestones should be along the way.  When a goal is time trackable, it is more easily broken down into sub-goals that can be met along the way.

As we have discussed, SMART goals can help you and your organization set better goals which will help the organization’s performance improve.  Keep this in mind when developing your next goal.

And remember all of you Human Resources professionals: Be Human... Be a Resource... Be a Resource for Humans.


Useful Links:



Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn

Friday, March 15, 2013

Internet Videos in the Workplace


I like turtles!  Is this real life?  Walk Gangnam Style.  These are just a few of the catch phrases used in funny Internet videos.  These catchy videos often create memes that are replicated over and over again as other people make their own videos referencing the original.  This is very much the same way these videos could be the source of a productivity drain on your company.  Welcome to another installment of "Casual Friday," my humorous look at something in Human Resources, Management, or Business.  Please take a moment at the end of my post to comment on the effect of internet videos on your workplaces.

Internet Videos in the Workplace

18% of all time wasted at work is by employees messing around on the internet.  Some of them might be checking Facebook, Twitter, or Google +.  Some of them might be checking up on their March Madness.  However, one of the other major culprit of productivity drain through the internet are funny videos.  15% of all videos watched are these viral videos. 

Next time you are in the office, think about how much time and money are being spent on cat videos:  http://www.maniacworld.com/cat-videos.html  If you are at work, seriously, how many of you clicked on that link to look at cat videos?  How productive was that?  There are numerous IT solutions that can be used for tracking and monitoring the websites that employees use and the large amount of bandwidth that comes from watching these videos.  Be sure to include a notice in your employee handbook that you will be tracking your workers online actions.  You may also want to consider filtering and blocking websites that use too much bandwidth, as these could be internet video time wasters.

On The Other Hand

First, keep in mind that not all workers are wasting time watching useless videos online.  Some of them may be watching instructional or industry related videos that are most easily accessed on YouTube.  Some workers may be doing background research for an upcoming meeting.  Do not automatically assume all workers watching videos online are wasting company time on your company’s dime.  Finally, consider that if your workers are actually wasting a few minutes watching a funny video, they may be an indication that they need a break.  70% of employees believe short breaks throughout the day are beneficial to their productivity.  Consider the output and productivity of the worker watching the funny video before considering discipline.  If they are completing more than their share of the workload for your team, perhaps funny internet videos are exactly what they need to stay productive.


And remember all of you Human Resources professionals: Be Human... Be a Resource... Be a Resource for Humans.


Useful links:




Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn

Tuesday, January 8, 2013

Expectation Communication


Sometimes your employee may appear to be missing all of their goals.  However, they may simply not understand what is expected of them.  I would like to take a moment to discuss communicating expectations.  Please feel free to leave a comment about your own experiences with HR and manager expectations.

Expectation Communication

In order to properly manage your employees’ performance, you need to provide them with a clear set of expectations.  If the employees are not informed of your goals and requirements for their position, how can they be expected to do it right.  It is suggested that you provide expectations in three phases:  Job Description, New Employee, and Familiarized Employee.

Job Description - The first step in ensuring a worker is able to meet your expectations is to get the right person in the job.  Be sure to include any base level requirements such as “Must be able to lift 20 lbs” or “Must be available weekends” in the job description.

New Employee - After an employee has been hired, a set of early expectations should be provided to them.  Give them a list of things that they will be expected to complete.  Be sure to include orientation tasks such as “Complete benefits paperwork” and “Arrive to work on time” in the list of new employee expectations.  You will want to be careful not to overload and overwhelm the new employee.  Until they are on their feet, you should wait to give them the full list of their job’s requirements.

Familiarized Employee - After a period of 2 to 6 weeks, you should be able to provide the full list of job requirements to the employee.  At this point, they may not be adequately trained to perform the job completely yet, but at least they will know what their goal needs to be. 

Providing workers with their expectations will enable them to meet or exceed them.  Be sure to clearly communicate your expectations.  Do not be vague.  Put it on paper, then sit down and discuss it with them.


And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.


Disclaimer: The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes. Do not take what I am writing as advice. Seek your own legal counsel and/or see a tax accountant before making business or personal decisions. The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

View Trevor Stasik's profile on LinkedIn

Tuesday, December 11, 2012

PERFORMANCE EVALUATION INTERVIEWS: GIVING THE INTERVIEW


Welcome back for the third part of the Performance Evaluation Interview topic.  We have already looked at the Pre-Evaluation Information and the Performance Evaluation (PE) Document itself.  Next we will talk about giving the interview itself.  Please feel free to comment about your own workplace experiences regarding Performance Evaluations that you may have seen at your own workplace down below.

PERFORMANCE EVALUATION INTERVIEWS: 
GIVING THE INTERVIEW

Following every review period, you will be required to provide feedback to an employee, discuss their performance, and have them sign the PE document.  This can sometimes be challenging, but hopefully it will be a smooth process provided you have done your homework.  Try to give at least a week’s notice when scheduling the interview so that the employee can adjust their schedule.  Be sure to perform the interview in an appropriately private location.

Starting the Interview

If you have an accurate PE document in hand and you have had your cup of coffee, you ought to be ready to go.  It is suggested that you start the interview with some rapport building.  Even though you are probably already familiar with the employee, it is likely that they are a bit nervous given the weight that is often given to the Performance Evaluations.  A good PE score might mean a better life for the employee’s family and a bad one could devastate them.  Open with an Icebreaker to help ease them into the interview.  A good question to open would be, “How is your day going?” or “How about them Phillies last night?”  Remember to smile a little, as a smile will convey comfort to the employee.  Do not smile too much or it might seem creepy.  

Provide the introduction to the interview.  Explain to the employee the purpose of the Performance Evaluations.  Be sure to tell them about the rating system.  Some candidates may become defensive if they find out they have a three instead of a five.  Discussing the fact that most people get threes, and threes are okay, can help alleviate that defensiveness. 

Performance Measures

It is time to walk the employee through the PE document.  It may be useful to give the employee their total composite score up front.  It is not a secret that needs to be revealed at the end.  Providing that total score in the beginning will release some of the apprehensive energy that may have built up in your employee.  In my opinion, the best way to go through the document is to start at the top and work your way down.  Discuss each Performance Measure and provide some background on the criteria that their performance was based on.  Provide the employee with your reasoning for the grade that you gave them.  Hopefully the employee had provided some input previously which will make easing their concerns easier now.  Take the time to listen to any questions or comments you employee asks.  Listen actively, taking the time to paraphrase the employee’s answers back to them to ensure clarity.  Compare how the employee did during this evaluated period versus what the employee’s PE score was in previous periods.

Closing the Interview

Let the employee know that there is room to grow.  Ask the employee about where they want to be in six months.  Remember that it is important to encourage the employee to talk.  Open ended questions and positive silence can help them provide answers.  Avoid becoming too critical or talking down to the employee during this phase of the interview.  Your goal is to provide the employee with a jumping off point for the next several months.  Give them some praise, let them know that the company is committed to their success, and try to end the interview on a positive note.  Ask the employee to sign the PE document and let them know that you will provide them with a signed copy in a couple of days.

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.



Disclaimer:  The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes.  Do not take what I am writing as advice.  Seek your own legal counsel and/or see a tax accountant before making business or personal decisions.  The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.


View Trevor Stasik's profile on LinkedIn

Sunday, December 9, 2012

PERFORMANCE EVALUATION INTERVIEWS: THE EVALUATION DOCUMENT


We are continuing to look at Performance Evaluation Interviews.  Due to the amount of information involved, I am breaking this topic into three parts:  Pre-Evaluation Information, The Evaluation Document and Providing the Interview Today we are going to look at the Performance Evaluation Document itself.  Seeing as how the Interview in many cases will be directly related to the document itself, it is a good idea to know a little bit more about one.  Please feel free to comment about experiences with Performance Evaluations that you have seen at your own workplace down below.

PERFORMANCE EVALUATION INTERVIEWS:  THE EVALUATION DOCUMENT

So it has been 6 months and now it is time to review your employee.  What do you do?  How do you document it?  Well, if you did your homework as I referenced in my last post, you would already have several months of accomplishments and data for the employee.  Now you need to do something with it.  What you need is a form of documentation, usually known as a Performance Evaluation (PE).  Now I have an editable sample PE that you can download and review at the bottom of this post.  Most organizations will have one of these customized to fit the needs of their own industry.  For example, Sales Performance figures may be featured on the PE of a salesman, but might be inappropriate for a College Professor.

RATINGS

A PE document will give an employer the ability to rate an individual on their performance, comparing an individual’s performance against expectations, company guidelines, and peers.    Some organizations use a 1-5 graded scale, with 1 being a poor performance and 5 being the best.  The typical rating for most individuals will be a 3.  The numerical rating can be useful for tracking and ordering personnel performance for the purposes of bonuses, raises, and promotions.  However, you will want to be careful about not “gaming the system”.  Managers should not artificially give low scores on PEs to save money on the budget.  This will eventually be noticed by your employees, leading to lowered morale and increased turnover.

SECTIONS

PEs are typically broken down into a few common sections with a few additional sections added based on your unique industry or organization.  Some of the common sections include:


     > Job Knowledge/Experience - These kinds of sections will evaluate an individual employee based on their technical knowledge of policies and procedures.

     > Vision/Leadership/Management - These kinds of sections will evaluate the qualities of an individual in leading a team or project in accordance with an organization’s goals.

     > Communications/Relationship-building/Teamwork - These kinds of sections look at an individual’s ability to promote ideas, communicate information, and work with others.

     > Productivity/Accuracy/Quality - This kinds of sections may measure the quantity of work done and assess how well that work was done.

LONG TERM RECORD

Your PEs should be retained on file for at least four years after termination.  It is suggested that you ensure storage of these records is in a secure location with only managers with a “need to know” having access.

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.

Link to Sample PE:  Sample Performance Evaluation
(right click, Save link as...)



Disclaimer:  The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes.  Do not take what I am writing as advice.  Seek your own legal counsel and/or see a tax accountant before making business or personal decisions.  The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.


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Saturday, December 8, 2012

PERFORMANCE EVALUATION INTERVIEWS: PRE-EVALUATION INFORMATION


The Performance Evaluation is the interview that we will touch on next.  This is an interview that will provide rated feedback to an employee on their performance.  Because of the amount of material involved in these interviews, I am going to break this topic into three parts:  Pre-Evaluation Information, The Evaluation Document and Providing the Interview   I have been a participant in this type of interview in various jobs over the many years.  I am sure you have too.  Please feel free to comment about experiences you have seen at your own workplace down below.

PERFORMANCE EVALUATION INTERVIEWS:  
PRE-EVALUATION INFORMATION

These interviews are an important tool for anyone in management or Human Resources.  An employee without feedback will find growth difficult.  It would be challenging for an employee to ascertain what they are doing right when compared to where they could use improvement without the help of someone that can see their work in the context of the organization.  These evaluations are a manager’s opportunity to provide an employee with their expectations and to advise them where their performance is in relation to said expectations.  Lastly, it is a chance to discuss the goals and career aspirations of your employee, to get an idea of how they want to use their talents.

Six to Twelve Months Before the Evaluation

A proper Performance Evaluation and the corresponding interview are not built in a day or a week.  It is built over a period of months as you observe and document the accomplishments of an employee, nurture your professional relationship with them, and provide occasional advice to your employee at the time it is needed.  You should not expect to sit down to write an accurate evaluation or to have and effective conversation with your employee if you have not put in the necessary time.  It is suggested that you pick a time out, at least bimonthly, to jot down a list of specific accomplishments or major tasks that an employee has completed over that most recent period.  This will be handy to save and come back to when you are ready to make the evaluation

Tracking and Monitoring

During the period between evaluations, you will want to be sure to have systems in place to track and monitor the actions of your employees.  This can be as simple as a notepad with the numbers of hours worked on a specific project each day or as complex as a database that can be mined for trends.  Having numerical trends that you can follow with help you figure out what the employee has been able to do and how it compares against their expectations.  You may also have subjective data that you can look at such as customer survey responses, which can help you in formulating your opinions for an evaluation.

There is more to see.  In the next segment, we will look at the Evaluation Document.

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.





Disclaimer:  The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes.  Do not take what I am writing as advice.  Seek your own legal counsel and/or see a tax accountant before making business or personal decisions.  The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.


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Saturday, December 1, 2012

COUNSELING INTERVIEWS


Counseling Interview
Do you have an employee that is not pulling their load?  Do you have a worker that is doing their job, but they keep messing up.  Have you tried positive encouragement and a Coaching Interview, but that has not worked?  It may be time for another type of interview; a Counseling Interview. 

COUNSELING INTERVIEWS

Some of you may already be familiar with Counseling Interviews and some of you may not; or you may be familiar with it under a different name.  Counseling Interviews are management driven interviews to address specific performance concerns at work.

Formalized Sessions

These are structured sessions to seek improvement from an employee, typically complete with a set of instructions to be given to the worker.  Most (although not all) Counseling Interviews are prepared in advance by a manager.  The manager has a prepared set of documents outlining the unfulfilled expectations and thoughts on these expectations.  The manager should also have a prepared set of questions to specifically draw out the cause of the problem so that what may be causing the problem in the first place.  For example: It may be that a worker that has sloppy results just had a new child and is sleepy as a result.  That is irrelevant to your part of the solution, but uncovering that may help the employee self-correct so that they get enough sleep and can perform their job properly.  Now, have the employee sign a document, sometimes known as a PIP or Performance Improvement Plan.  Their signature does not mean that they agree to what is in the PIP, but merely that they understand what steps are expected to be followed to bring their performance up to meet expectations.  The employee should read the entire document before the manager tells them to sign.  As this meeting could be presented as evidence in a court of law should an employee be terminated in the future, be sure to document this interview.  These interviews are sometimes attended by a 3rd party, such as a Human Resources representative, as a witness.

A More Informal Approach

A form of Counseling that is sometimes seen as more effective is the Indirect Approach Counseling Interview.  This tends to be a little less formal, as you may be preparing the PIP during the interview itself or immediately afterwards.  When the interview starts, you will bring Employees up to date on why they have been called into the meeting.  Inform them of their poor performance and how management feels the work should be done to meet expectations.  Ask questions about what may be causing the performance and any obstacles at work that might be in the way.  At this point, the manager will want to take in feedback from the employee.  You can try to determine a plan of action that will improve performance that you are both willing to agree to.  You will type that up and then the employee can sign it.  By allowing the employee to make some contributions to the PIP and by them seeing that it is not typed up until after they have provided their feedback, can lead to increased buy-in to the plan by the employee.  The employee will feel that the PIP is actually an improvement tool and that management is looking out for them.  When a PIP has already been written in advance of a Counseling interview, the employee may feel that their feedback was not appreciated resulting in decreased buy-in.

A quick note about combination - Counseling Interviews should be kept separate from Coaching Interviews.  Mixing the two can lead to confusion by the employee as to what to say and how to act during the interview.  It may reduce the effectiveness of both kinds of interviews.

Closing

A short positive closing to a Counseling Interview can be helpful to neutralize some of the negative emotions that may have been generated as a result of the meeting.  It is suggested that the manager offer some short specific praise about something the employee is doing right.  Remind the employee that they are valued.  You can let the employee know that if they can bring up the rest of their performance, you are certain that you can continue to work together in a positive manner. 

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.



Disclaimer:  The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes.  Do not take what I am writing as advice.  Seek your own legal counsel and/or see a tax accountant before making business or personal decisions.  The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.

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Wednesday, November 28, 2012

COACHING INTERVIEWS

We are going to discuss another kind of interview today, Coaching Interviews.  Have you ever had a great manager; one that was more of a coach or mentor?  Someone that always challenged you to do better?  As always, please use the “like” or comment about your own experiences at the bottom.

Coaching Interviews

Coaching Interviews are sometimes performed by someone in the Human Resources function, but they typically fall to the manager of a group to perform them.  These interviews are a unique animal in the types of interviews.  They are the only interview that is done for an employee with the express purpose of improvement without discipline.  These interviews are often provided to newer employees, but really should be expanded to all employees of any age or experience level.  The goal of these interviews is to find out what an employee needs and how to help them get it.  Sometimes the employee needs career growth; a manager will be able to help guide them and give them ideas about their next steps.  Other times, you will find out what an employee is missing a tool or skill that would help them complete their current job better.  This can help you as a manager or HR rep find new ways of assisting them.

Preparation

As always, it is a great idea come prepared.  Prepare a list of questions ahead of time.  Every employee is different, so it is natural that the questions will differ from person to person.  However, even with this in mind, it would be best to have a standard set of developmental questions that you ask of all of your employees to ensure that you are not being bias for or against any individual employee.  When performing a Coaching Interview, feel free to take notes and document your meetings with your employees.  One suggestion is that you keep your note-taking brief, as you do not want to “spook” your employee into thinking this positive time for improvement is secretly an opportunity for you to document their action for later discipline.  When booking a room for these Coaching Interviews, since you never know what kind of personal information might come out, it might be best to use a private room instead of a public space.

Developmental

Remember your goal is to develop your resources.  Part of this is making sure the employee knows what is expected of them.  While Coaching Interviews are not intended to be disciplinary in nature and should never be mixed with Counseling Interviews or Performance Evaluation Interviews (more on that in a future post), it is important to provide the employee with the benchmarks that they will be judged against.  In providing them with the benchmarks for satisfactory performance, it may be most useful to give them goals with specific numbers.  Why use a generic benchmark like, “Sales reps need to bring in money” when a specific benchmark will motivate them better; “Sales reps need to produce $30,000 in revenue per month”. 

These interviews are an opportunity for managers to find out what makes an employee tick.  You can find out what best motivates them.  Then managers can give gentle suggestions as to which areas could use improvement.  Positive motivation without the threat of negative disciplinary action is what you want to aim for.  Challenge and excite your employees.  You want to foster a good working relationship based in mutual respect looking towards professional growth, not create a culture of fear. 

Give Thanks

Another aspect of the Coaching Interview that is frequently overlooked is the opportunity to give thanks and compliment the employee for the good things that they are doing.  It always seems to be easier to criticize than to praise, but managers would do their workforce a great service by motivating them with it.  When you are providing compliments or praise, be sure to get specific.  A generic “good job” attaboy will not let the employee distinguish between what they have done right and what might need improvement.  Try to be specific with your praise, telling the employee exactly the item that you are referring to.  An example might be, “Tom, you are really doing a great job picking up the phone and reaching out to more customers this month.  You have called and spoken to 139 clients, which is far above the average of 72.”  In this example, a generic, “Good job, Tom” could have left Tom in the dark as to what he had done right.  Thank the employee for what they do too.  Let them know that you value them as an employee and you appreciate their work.

And remember all of you Human Resources professionals:  Be Human... Be a Resource...  Be a Resource for Humans.

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Disclaimer:
The views expressed in this post are by the author Trevor Stasik, and do not necessarily reflect the views of any employer or any other organization. Please note, this information is based on my understanding and is only to be used for informational and educational purposes.  Do not take what I am writing as advice.  Seek your own legal counsel and/or see a tax accountant before making business or personal decisions.  The author of this post makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The owner will not be liable for any errors or omissions in this information nor for the availability of this information. The owner will not be liable for any losses, injuries, or damages from the display or use of this information.