Improving Performance – Effective Appraisals
An effective appraisal system results in increased customer loyalty and therefore higher profits, more effective recruitment and more engaged and productive staff.
Larger companies usually have highly structured processes involving multi-page forms covering pre-defined competencies. The danger is that appraisal competencies take on a “standard form” and the “system” takes on a life of its own, becoming a “cottage industry”. There are those who make their living out of advising on performance management through appraisal systems.
Before defining appraisal competencies, start with who the organisation’s customers are, what the organisation is about (its “culture”) and the sort of roles required. Many will be “standard” roles (e.g. Marketing, Sales, HR, IT, Customer Service) but customer needs are what should drive the competencies.
When identifying competencies, expect “standard” ones like “Technical Knowledge”, “Problem-Solving”, “Working With Others” or “Leadership”. These have their place, but for an appraisal system to be truly effective, it must reflect what customers want and not what makes the “perfect” manager.
Ideally, each function would have its own unique competencies. One could go further and sub-divide these by rank within the function…
Assuming that the organisation has one set of competencies for everyone, it often compounds its error by looking to achieve high scores on all competencies. This ignores two things: the character of employee and the relative requirement for that particular competency in the function and organisation. I once asked the HR department of a large organisation if they had different scores for different roles and functions. The answer? A lengthy silence.
The final step? Train appraisers and appraisees in the use of the system.
An effective appraisal system:
• Reflects customer needs;
• Reflects company values;
• Is easy to understand;
• Is easy to administer;
• Identifies both strengths and areas for improvement.
Does yours meet the above?
I have spent more than half my life working in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy and work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services.Labels: Career, Strategy, Teamwork
I recently wrote about empowering teams through information sharing. This article is about identifying those who don’t, can’t or won’t share information.
The consequences of not sharing information can be delays, poor service, customer complaints, miscommunication, mistakes, inadequate resourcing, stress, frustration, resentment, low morale, loss of business and even litigation. Sharing information shouldn’t be the exception; it should be the rule.
Not all information can be shared if it relates to a confidential new product launch or something similar that has to be kept “under wraps”, but for day-to-day efficiency and effectiveness, you have to share what you can share. Those who don’t can’t or won’t become a liability to the organisation and their colleagues. Here’s how to spot them…
• They’re usually in a rush or “busy”.
• They like to feel “needed”, important or both.
• They feel that nothing will go right unless they and only they handle it.
• They don’t have time to clarify things, so have to handle everything themselves.
• They frequently have crises that require people to “drop what they’re doing” and help.
• No one understands them (in their opinion).
Does this sound familiar? If so, the chances are that there’s an “information hog” in your office, company or team.
Allied with this is the inability to delegate. Delegation isn’t easy at the best of times, and takes practice. If you aren’t in the habit of sharing information, delegation is harder. If you have a crisis that needs solving, it’s going to take longer.
The way to change this behaviour? Show the person or people that it’s OK to share, that their position isn’t threatened but rather enhanced. You may need to play to their sense of importance for a bit, but if they open up, it’s worth it.
I have spent more than half my life working in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy and work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services.Labels: Customer Care, Teamwork
Focus, Inform, Perform - Improving Team Performance
The phrase “Information is power” used to mean that there were people who deliberately withheld important information from their juniors, colleagues or even managers on the basis that it gave them an “advantage” of some sort.
Nowadays, information is power, but in a different way. Individuals, teams and companies rely on real-time information to deliver products or services. In some ways, the situation hasn’t changed; we need information, but now it’s easier to obtain thanks to email, the internet and mobile communications. However, there are still individuals who won’t (or, more often, can’t) share information when it’s most needed.
Failing to share information means delays, poor service, miscommunication, mistakes, inadequate resourcing, stress, frustration, resentment, low morale, loss of business and possible litigation to name a few. Most of these can be eliminated or at least reduced through one simple method – the “team briefing”.
Different organisations have different names for these. Some call them “Team Briefings”; others call them “Morning Prayers” or “Management Meetings”. What they all have in common is a fixed agenda, focus (i.e. brief and to the point), they last little time and action points are distributed and actioned. Those attending know that if they have nothing to say, they need not say anything to “fill the gaps”. The point of these meetings is to get the team focussed and informed to perform (think focus, inform, perform).
I used to attend monthly meetings which could go on and on as everyone felt that they had to contribute (it was viewed as a bad sign if you had nothing to say after the last meeting one month ago). These days, few have the luxury (or inclination) to sit through a 2-hour meeting. I’ve heard of teams who have meetings standing up so that everyone stays focussed. Others ban Blackberries and other mobile communications devices.
Ask yourself how well you and your team share information now, and what you could do. Who are the “keepers” and who are the “sharers”?
I have spent more than half my life working in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy and work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services.Labels: Teamwork
Manager Or Leader? Which Are You?
Over the time I’ve spent with clients one thing has become clear: you reap what you sew. By this I mean that leadership style has a direct impact on service standards, customer satisfaction, staff morale, efficiency and overall profitability.
Too many leaders “manage by memo” or take the “Do as I say, not as I do” approach. Another aspect of poor leadership is ineffective delegation or delegating what you don’t want to do yourself. The British army teaches its young officers never to ask their men to do that which they’re not prepared to do themselves. Leadership in the armed forces comes by example and respect is earned. In civilian life, many still believe that it is owed to their position because the position is higher up the ranks.
If a leader wants to see certain standards in their team / department / company, they need to set those standards and follow them themselves, not tolerating any exceptions or dissent. Some may “rebel” to start with to see how far one’s determination goes. The fatal mistake is to back off; if a particular standard is important to you as a leader, insist on it. Speak to the person in question and, if you can’t reach an understanding, point out that they are welcome to join another team if they don’t like your regime. If others see that you will back off in favour of one person, your credibility is lost forever.
I recently saw an article from the Federation of Small Businesses stating that the top five skills in which management were investing were sales / marketing and PR, IT, financial, planning and lastly legal and regulatory. Leadership / Management came seventh after “Other (Sector Expertise)”. Customer Service came tenth. In other words, we have a lot of managers who are experts in their field and can sell you anything, but know little about leadership and less about serving the people who buy their product or service.
Sound familiar?
I have spent more than half my life working in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy and work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services.Labels: Customer Care, Selling, Strategy
