Join Todd Dewett for an in-depth discussion in this video Focusing on development, part of Performance Review Foundations.
If it were up to me, I'd change the name of the yearly evaluation or yearly appraisal to the yearly performance discussion. The term performance discussion doesn't imply something positive or negative. It just states a topic. Performance. In contrast, the words evaluation and appraisal, suggest a very critical conversation. That's too bad, because though there are exceptions, the evaluation should definitely be more positive and helpful, than negative and critical. Just remember that your overall focus is on helping and encouraging people.
More than merely judging them. I'm not suggesting you sugar coat anything. I'm simply reminding you to be aware of the balance between these two competing needs. When I think about a focus on development, I think about two major things, changes to their job that help them or the team and various types of tools and resources that might support their continued development. In terms of job changes, first think about how to size ongoing goals. For example, if they're an account representative covering 30 accounts, and they're performing really well, you might want to assign them to a few more particularly important accounts.
On the other hand, anytime you simply increase the size of an existing goal, you're taking away time that might be used for new and different types of developmental activities. So be careful, and think through expanding existing responsibilities, versus creating new activities. Next, if you feel they have the ability, the time, and you have the opportunity, you can assign a stretch role. That's a temporary and new area of responsibility. In a coaching capacity, you might approach one of your employees with a stretch opportunity whenever it's appropriate throughout the year.
But if possible, the evaluation discussion might be a great place to kick start that topic. But remember, it's not about you. They have to genuinely want the role and have the time to address it adequately. In addition, if it's clearly warranted, you can consider discussing permanent changes, whether lateral or vertical. Lateral might be something like the additional accounts discussed a moment ago, or say a team leader who's asked to lead two teams of similar employees instead of one team. A second type of lateral move includes new types of tasks or functional responsibilities.
Finally, a vertical move might include responsibilities typically found at a level of the hierarchy above their current position. Or, if you feel they're not quite ready, you have many resources to consider that will help them continue to develop. >> For example, high-potential programs which are dedicated training and development programs that combine different educational and professional opportunities for the very best and brightest in the company who are being groomed for eventual senior leadership positions Next, is executive mentoring. This is different than a typical mentor program, in that the junior employee is connected with a varied senior person at the EVP or C level.
You might think of this approach as a very simple and affordable approach to working with high potentials Don't forget, your also smart to make use of traditional training classes as well. Whether in a class room, right here online like I'm talking to you, or blended. There's still a great way to pursue targeted new skills. For a bit more real life complexity you can consider simulations in an assessment center. These detailed activities immerse the employee in a simulated business situation to test their decision making skills.
If you don't have an assessment center in your company, there are many reputable products available on the market. In addition, Universities offer a wide array of executive education opportunities. Including degree programs, in depth certificate programs, executive seminars, and many types of webinars. Finally, don't forget about coaching, which has become one of the most common and helpful tools in use today. Whether you have coaches on staff, or hire someone from the outside, they can quite often provide the boost needed to push an employee to the next level.
Let's see how Bridgette includes development in her discussion with Elliot. >> Aside from the communication workshop, how do you feel about the idea of a mentor? >> Yeah, I'm definitely open to the idea. >> Okay, well as you know, we take an informal approach to mentoring around here, rather than just randomly assigning you to someone. So let's chat about some possibilities. Now when you think about the most senior folks with whom you've interacted who comes to mind. >> Mm, well I've always liked to work with Budd Richardson over in operations. We've worked on a few project teams together. And to be quite frank when you said communication skills, he's like the first person that came to mind.
Like, he just has this ability to capture people's attention and send a message. So I'm sure he'd be able to teach me a lot. It would help not just internally but with my clients as well. >> Yeah but he is a legend around here. Now he's been with the company a long time and he really knows how to communicate effectively in our culture. I think he'd be really good for you. Now let me just throw out another name for you. >> Yeah sure. >> Do you know Michelle Marshall over in marketing. >> I don't think I've met her but I know who she is. Well, she's another one of those rare, strong, communicators like Bud.
And the reason I mentioned her, is because several years ago, she helped me build the same type of skills. She's a natural mentor, and loves working with new talent on the team. >> I'd love to meet her, I'm definitely open to the possibility. >> Well, the ball is in my court, so I will definitely Check in with them on their availability and workload. Sometimes somebody's available to take on someone new. >> Hm-mm. >> Sometimes they're not. >> Right. >> You know how it is around here. >> Yeah. Sounds good. >> Okay, great. >> Did you see how Bridgette controlled the conversation but allowed participation? She suggested mentoring would be good but then engaged Elliott to start thinking about who might be a good resource.
To summarize, employee evaluations are only partially about evaluating the employee. That's just step one. Then it's time to focus on what you can do to help them become a better version of themselves. Use the guidelines we discussed here to be sure your development efforts genuinely help people grow.
Lynda.com is a PMI Registered Education Provider. This course qualifies for professional development units (PDUs). To view the activity and PDU details for this course, click here.
The information contained in the following course is provided with the viewer's understanding that the course should not be used as a substitute for consulting a human resource professional at your company for specific guidance. Lynda.com and LinkedIn expressly disclaim liability for any damages, loss, or risk, incurred as a direct or indirect consequence, from the use and application of any content herein.
The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.
- Understanding the performance cycle
- Setting performance goals
- Collecting performance data and feedback
- Writing the review
- Discussing performance with an employee
- Using a performance improvement plan (PIP)<br><br>
- The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.