أنشئ حسابًا أو سجّل الدخول للانضمام إلى مجتمعك المهني.
Roomi in one of his books writes about a king who had gone out on a shoot and sees a man in rags running towards him, when he was about to shoot him to death considering him to be an enemy the man cried for mercy and an audience. On nearing the king the man told him that he was the keeper of the kings stables and manged500 horses for the king and that he just wanted to entertain the king on his trip in the wilderness but that he was disappointed because the king was about to shoot him. The king said that " I didn't recognize you" at which the man in rags said that "O great king I manage500 of your horses if you tell me now to bring to you the one with a white spot on its left eye or behind its right hoof I will do in an instant, because I take care of them they being my subjects are my responsibility, what kind of king are you who does not recognize his subjects". Books would tabulate a long check list for enhancement of performance conversations but I would rather focus on the one most important point over which the complete structure hinges and the is the development of the element of trust and affinity between the supervisor and the supervise. The whole concept of performance appraisals revolves around one fact PERFORMANCE and I believe that performance of employees can be doubled or tripped not by any number of cosmetic actions but by a genuine concern towards the understanding, recognition and removal of the deepest fears and concerns of an employee. One can have a satisfied employee working12 to15 hours unabated daily with a sense of purpose if he can feel the institution standing shoulder to shoulder in his thick and thin. The fact that man is a social animal must never be forgotten. I leave the tabulation of points to the scholars as I am not one.
• Purpose:
– Hold a productive and motivating meeting with two-way dialogue and concurrence on next steps.
• Plan:
– Access the ‘Notes’ feature in Lead@ for documented employee milestones
– Be familiar with Employee’s Self-Evaluation
– Write a general ‘script’ of your conversation points and flow and then rehearse.
– Ensure a quiet, uninterrupted block of time.
– Sit with your employee at a table or on the same side of your desk.
• How:
– Begin with a welcoming greeting.
– State the purpose and benefits of holding interim meetings.
– State your meeting objectives and ask for theirs.
– Provide an overview of your performance assessment.
– Conversation Starters:
• How would you describe the last six months?
• Any wins? What were you most proud of?
• What challenges got in the way? How did you handle those?
• What things might you do differently to ensure a better outcome?
• If you could improve in any one area what would it be and how can we get you there?
• What might I do differently to help you excel?
• What do you consider to be your strongest skills?
• Tools:
– To help facilitate an engaged, two-way dialogue, see the “Comfort Level Queries” (page10)
– “Formulating a Conversation Process” (page11)
– “Do’s and Don’ts”, (page12)
– “Managing Negative Employee Reactions” (pages13-16)
– Use STAR-Talk (pages8,9) to make feedback specific, meaningful, motivating and within a recognizable context.
• Situation (here’s what was going on)
• Task (your directive, goal)
• Action (what you did)
• Result (the result of your actions: met, exceeded or fell short of goal)
• Tips:
– Be prepared to fully justify your comments, particularly if different from employees’ self-evaluation
– Make and keep eye contact.
– Try not to interrupt while your employee is speaking.
– Practice ‘active’, focused listening. Be present!
– Be cognizant of and stay calm in the face of emotionalism.
– End on an uplifting and encouraging note.
