o eg is there really a problem or do you just not like their styleapproach o

O eg is there really a problem or do you just not

This preview shows page 8 out of 8 pages.

o (e.g., is there really a problem or do you just not like their style/approach?) o What about root causes: if there’s a problem, can you tell if it’s motivation vs. ability? Rooted in chronic personality or triggered by something in the situation? How often and to what extent have you intervened in your subordinates’ areas of responsibility? If there’s a problem, in what other ways may you be part of the problem? Which of your employee’s limitations cannot be corrected? (How do you know this? Can you do some kind of low risk experiment?) On what strengths can your subordinates capitalize to increase effectiveness? Adapt your style to the individual: Is there anything you can do given your specific knowledge of this unique person to help make this conversation more effective on both ends? (e.g., learning styles, personality, values, communication styles, prevention/promotions) Tips for Performance Review Sessions Be descriptive and specific . o Don’t use subjective, general trait-like terms if you want to see effort toward changes Generalities are often subject to too many different interpretations and are too emotionally charged Give examples so ees know exactly what you mean! Balance giving your observations with inquiring into the employee’s own interpretations – this promotes collaborative learning. But be careful about only doing this when you can be flexible with where the employees answers may take you o (e.g., “What are your assumptions about what makes a top performer?” “Does what I’m saying make sense? What doesn’t make sense?”) Come up with SMART action plans for next steps that you can agree upon o Be action-oriented – if you want to solve a problem, it might be worth it to consider suggesting other resources to help Understand that the ultimate responsibility for closure rests with you, the superior Performance evaluation is most effective as part of an ongoing effort in performance management & career development – it’s just one tool o Give ongoing feedback – not just once a year o Take advantage of critical incidents
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  • Fall '12
  • KyleEmich
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