Join Todd Dewett for an in-depth discussion in this video Meeting serious developmental needs, part of Performance Review Foundations.
When you finish all of your data collection, and make your evaluations, but before you sit down to finally deliver the evaluation, you'll be faced with many decisions. Some will be fairly straight forward. For most employees, you'll be facilitating their continuation along a productive performance trend, maybe with some small tweaks. However, for a minority of your team, there will be some more difficult decisions. Some of them will need to receive particularly strong signals from you about how you view their performance. This might be critical in terms of the serious need for improvement, or it could be very positive, such as when you identify someone as ready to advance.
In case of addressing poor performance. Your options include clear feedback. A performance improvement plan. A change in duties or letting someone go. You can simply start with very candid and very specific feedback. Delivered as a part of the upcoming evaluation discussion. Often such honesty is all that's needed to motivate improvement. If the situation is more serious, you can more formally put them on notice by using a supplementary document called the Performance improvement plan. The PIP is just a few pages long, and details the specific behaviors and competencies to be addressed, and outcomes to be achieved in a set period of time.
The employee must understand that job-altering consequences could be used if they don't meet the goals set forth in the PIP. Of course, using a PIP also gives you quality documentation to support difficult decisions you might make in the future. Finally, you have the option to consider actual changes to their job, which might be a tweaking of their duties, a demotion, or letting them go. Remember there should never be surprises in an evaluation discussion. So when you see a performance problem one of these moves is not your first option.
Also any time you wish to make serious moves such as these check with HR first to be sure you understand and follow all relevant policies. Next is a more fun topic. What to do with your employees who are deserving of some form of advancement. Here's your dilemma. Sometimes you might have more deserving employees, than you have opportunities to give them. In this situation, it's vital to remember that you can give every truly deserving employee what I call praise, raise and love. Praise is earned gratitude from you.
A raise, even if nominal, sends a great signal. And by love, I mean personal support and attention that let's them know, you've got their back. And within the means available to you, you want to help them be successful. Okay, aside from recommending them for formal promotions, two other great options are participation in assessment centers and stretch roles. An assessment center is a space in the organization used for testing, observing, and evaluating select employees. After undergoing several types of individual and group activities, the results can be used for three main purposes: hiring new employees, developing and promoting employees, which is our current focus, And more rarely for testing new or changing competency models.
If you don't have a clear promotion for someone right now or if you feel you'd feel benefit from additional quality data about who they are and what they're capable of, a trip to an assessment center might be great. Because it allows you to evaluate them on skills relevant to future jobs. In assessment centers you typically see people complete individual and group activities. Often under the observation of a leadership development specialists. The tasks commonly include in basket exercises. Which force a person to deal with memos, telephone calls and other reports or tasks to see how they organize and prioritize different types of work in a simulated environment.
It's also common to see various types of role-playing, group discussions, interviews and presentations. The results of these activities is a far more refined understanding of the employee which is data that can be used for developmental purposes and promotion decisions. Finally we have stretch roles. Here you'll match a strong performer with a temporary opportunity to grow the breadth and or depth of their skills. For example you might put them in charge of a project normally led by someone at a more senior level.
Stretch roles like this allow you to see how they might perform when promoted. But without the risk, because it's only a temporary assignment. The employee evaluation process is the single biggest opportunity you have to change the direction of the talent on your team. Making your evaluation is only step one. Then you have to make the tough decisions about who needs difficult feedback. And who needs a chance to advance? Be sure to consider the options we just discussed so you can correctly match your employees with the outcome they really need.
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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.