Part 1
Background
The idea for part 1 of my leadership project was discovered during ORGL 524: Leadership in Human Resources. Through the professional interview assignment, I discovered that our current review system was inadequate and the lack of productivity metrics available to us was hindering our ability to predict and prepare for growth. Also, through this interview and from discussions in various other courses, I determined what our review system should look like and how to handle the change necessary to implement performance metrics and goals. Most importantly, I learned we need to implement regular processes focused on employee growth and development.
When coaching performance and preparing goals it is best to have qualitative data to analyze in regard to employee productivity. Part 2 of my leadership project will provide us with the data necessary for setting goals and increasing productivity. By focusing on employees, and tracking their growth and productivity, we will have the data necessary to track growth and plan for an increase in personnel as needed.
Prior Evaluation Form Problems
Our prior evaluation for can be viewed via the button to the left. It only displayed competencies and left a few sections for notes. One of the biggest areas it was lacking is a positive example of what those competencies look like at our organization. Without a clear example of what we mean it is hard for employees and managers to evaluate the employee in the same way and to the same meaning of the competency. The scale for evaluation also uses negative terms such as "needs improvement". What we found was that both employees and managers would never mark a competency in the area of needs improvement and rarely in satisfactory. This led to evaluations that appeared a though few employees had any area for growth. Finally there was no clear format for discussing and creating goals. Conversations around goals allow the employee to communicate to the manager where the employee hopes to be in the future within the company and allows the manager to communicate what they hope to see from the employee in order for them to achieve their future goals.
Part 1: Revise Current Review System - Details
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Reviews will focus on competencies, performance and goals. Disciplinary action will not be taken during reviews however areas for improvement will be discussed.
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“Creating a climate in which people are fully engaged and feel in control of their own lives is at the heart of strengthening others” (Kouzes & Posner, 2012, p. 243)
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Reviews will be conducted based on the employees years with the company and the following schedule.
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Part 1 of this plan is currently in process as we conclude our formal reviews in April 2018. We have held all review meetings but are still needing to evaluate how the process went.
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Click on the below button to view the new review form.
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This form contains the below necessary and beneficial sections.
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Rating system with encouraging words for each level and an even number of ratings to encourage an employee to choose a selection other than the intermediate option.
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Competencies with a positive and practical example of what an excellent execution of that competency would look like within our company. This also serves as a reminder to employees of how we expect them to handle situations and perform according to our mission.
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The second page of the review is centered around each employees’ individual goals. These goals will be discussed and agreed upon between the employee and their manager to insure a shared vision for the future however primarily imagined by the employee as to increase the employee’s motivation for achieving the goals.
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“Shared visions compel courage so naturally that people don’t even realize the extent of their courage. Courage is simply doing whatever is needed in pursuit of the vision” (Senge, 2006, p.194).
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The long term goal for this plan is that the employee’s goals will include quantitative performance metrics for a more objective evaluation. The performance metrics will be available f or review after part two of my leadership plan is completed.
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The intention is that the employee and manager will fill out their portion of the evaluation separately and then meet in person to discuss each section and engage in open dialogue regarding competencies and goals.
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