Performance Management — Part 4

With major responsibilities and goals set, assessing expectations around how team members are expected to conduct themselves in pursuit of these items is the final part of this three-part process.

As a step toward linking work-related behaviors with organizational values, consider bringing together an ad-hoc volunteer group of employees in a facilitated discussion to capture specific examples of behaviors that support and violate the stated values (expect the second list to be a bit longer than the first!). Share these with the full staff for discussion and for ready reference. Oh, and there is no need to prioritize or rank-order the list of values that form work-related behaviors. Most likely they will all be assigned the same value and again, total 100 points.

Once the document is completed, it is signed by the employee and the supervisor. Once signed, the document takes the form of a “performance pledge,” a working agreement between the employee and the supervisor.

Ideally, this document is reviewed quarterly to be sure the employee is on target, the goals are still valid, and the responsibilities have not changed. If modifications are needed because there has been a shift in direction or goals are no longer valid, the document may be adjusted accordingly.

Scoring at the end of the performance period consists of two steps: dialogue and calculation. This important conversation about performance/contribution (supported by an agreed-upon document which outlines in specific and prioritized terms the most significant job responsibilities, the most important goals, and the required behaviors which support your values) brings needed clarity and objectivity to the review process.

Coaching Skills

Since much of the value of this system lies in the opportunity for frequent dialogue between the supervisor and the employee, supervisory training in specific coaching skills such as active listening, empathetic questioning and understanding the difference between discussion (taking a position and arguing for a particular point of view) and dialogue (taking no position) are key.

Finally, although there are any number of changes impacting the work environment, one thing has not changed. Employees want to be recognized sincerely for doing meaningful work that contributes in a specific, measurable way to an organization whose mission and purpose they can believe in. Tying the mission, vision, values, and goals of the organization back to each individual team member’s responsibilities, goals and behaviors is a positive step in that direction.

For more information including a free sample of the Dynamic Performance Assessment process including instructions and worksheets, contact me at joe@ajstrategy.com.

The preceding content was provided by a contributor unaffiliated with Printing Impressions. The views expressed within may not directly reflect the thoughts or opinions of the staff of Printing Impressions. Artificial Intelligence may have been used in part to create or edit this content.