September 2012 Newsletter

Part 2, What’s your IQ on Performance evals?

september 2012 imageWere you surprised to learn from our August enewsletter, that 4 out of 5 U.S. workers are dissatisfied with their job performance reviews? This past month, during breakout sessions at a Speaker’s conference, I made an informal survey among key participants about these stats and asked, “What are managers doing wrong?” After exchanging some information on this topic with these individuals, another myth and set of facts entered into this conversation.


Myth: Managers are the best judge of a direct report’s performance.

Fact: Currently, the traditional review process sets the stage for input from only the immediate manager, without consideration of possible personality differences between the manager and employee. The Fall 2011 Globoforce Workforce Mood Trackerreported 52% of US employees do not think annual performance reviews are an accurate appraisal for the work they do.

Managers are challenged to squeeze in performance reviews within a window of weeks or month time frame. While companies vary in utilizing a metric, point system or descriptions ( i.e. above standard, standard, below standard to rate employee performance), not all managers have the same level of organizational skills to keep records or value key tasks performed by the employee. Do any of these practices reflect beliefs in your workplace?

Here are five areas Success Trek identified to make the performance evaluation process, a collaborative effort between the manager and the employee.

1.Ask each direct report to send you, the manager via email, an informal list of his or her most important accomplishments/achievements throughout the year. This way none of the employee’s successes is overlooked.

2.Create an e-folder for direct report’s accomplishments, and upon receipt of his or her email, move that information to their respective folder.

3.Tap in the knowledge from persons within and outside of the department, feedback from clients etc., and reduce the biases and one judge style of annual reviews.

4.Let the employee know you will be soliciting input from others for the annual review and eliminate any comments “you did not tell me”.

5.Record your observation of the employee behaviors, and any outstanding work practices i.e. Outlook folder, OneNote, instead of challenging your memory of these important facts.


If you're feeling a bit fuzzy about getting started to improve your performance review process, call Success Trek to help your management teamwork through the challenges of performance reviews.


Are your team members operating at peak performance?

Consider this Success Trek tool!


The Performance Appraisal Builder will save time spent on the performance appraisals process, improve morale in your workplace and increase productivity among your team.


Jocelyn Hibshman, COO/Chief Compliance Officer for Lakeside Wealth Management has found that when her employees are fully aware of their responsibilities and feel valued, performance increases. As a result, everyone wins. Jocelyn says, “The first 11 months do matter. Having a really solid performance evaluation allows management and the employee to understand the person’s value throughout the year. The process we are creating with Success Trek will allow us to meet quarterly with our employees to discuss their goals and keep the lines of communication open.”


Are you ready to...

  • evaluate your current process?
  • keep your lines of communication open?
  • enhance your tools or draft new tools?
  • determine a rating process?
  • draft steps to effectively implement performance appraisals?

Contact us today to schedule a Complimentary Strategy Session. When your team members succeed - you shine!


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