This document provides guidance on setting SMART goals for business needs. It discusses the importance of setting goals to provide clarity and allow for progress measurement. Goals should be specific, measurable, attainable, relevant, and time-bound. Examples are given of ineffective versus effective goals. Suggestions are made for writing goals using action verbs and defining targets and timeframes. The document then provides examples of setting quarterly goals and evaluations for agents, including creating evaluation criteria, a favorites list, career paths document, and sharing best practices. The goals are aimed at improving morale, accountability, relationships, and performance.
The document summarizes a webinar on building employee retention vs loyalty. It provides instructions on how to listen via phone or computer. It introduces the speakers and agenda which includes setting goals, using compensation to promote retention, leveraging career options, and supporting generational differences.
How to Communicate Your Next Employee Engagement SurveyNamely
When launching an employee survey the intent is clear - you want to collect, understand and act on employee feedback.
However, communicating that intent to your people can sometimes be challenging. Pre-survey communications are integral to a successful survey that collects enough data to take action on. Post-survey communications are just as important in building employee trust.
Join Monique Hughes, Senior Customer Success Manager at Culture Amp and Eric Knudsen Senior Analyst, People Operations at Namely to learn about the importance of internal communication in your employee survey strategy. On the webinar, they will cover:
Why employee engagement surveys are useful & critical
How exactly to communicate with employees before the survey
A checklist for launching your employee engagement survey
Rolling out results using the collect, understand, act model
Communicating results to company, leaders, and managers
New Year, New HR: Top Workforce Planning Tips for 2018Namely
To be effective in HR, you can’t afford to stand still. You need to keep up with the latest trends, watch your competitors, and develop effective strategies for making the best hires and helping them succeed. And to do that, you need to be systematic and have clear priorities—especially if you’re part of small team.
On this webinar, we covered:
-Make SMART HR goals for 2018
-Improve recruiting KPIs through strategic programs
-Stay ahead of the curve with hot topics in HR for 2018
This document provides guidance for conducting employee performance reviews. It outlines how to prepare for the review meeting by considering the employee's performance requirements, conditions, efforts, and accomplishments. It also discusses how to structure the meeting by setting an agenda, presenting performance information and feedback, discussing the performance rating, and putting together an action plan. The key aspects of an effective review meeting are presenting factual information, focusing on performance not personal issues, engaging the employee in discussion, and gaining their acceptance of the review outcome.
Workplace Expert Jodi Glickman shares four easy steps to the most productive performance review you've ever had.
About Jodi Glickman
Jodi Glickman is an expert in training people how to navigate the workplace. She
founded the consulting firm, Great on the Job (GOTJ) in 2008 to provide Millennials and managers alike with effective communication strategies.
She is a former Peace Corps volunteer (Southern Chile) turned investment banker (Goldman Sachs) turned present-day communication expert. She can also be found contributing to Harvard Business Review, Fortune.Com and Business Insider.
This year Jodi published her book, “Great on the Job, What to Say, How to Say it, The Secrets of Getting Ahead.”
2010 HOME Conference - Effective Supervision of StaffMCCHMD
This document provides guidelines and resources for effective management. It covers topics such as orienting new employees, providing feedback, conducting formal reviews, delegation, and motivation. For orienting, it emphasizes making a good first impression and providing checklists for the first day, week, and second week. Feedback should be both informal, through regular check-ins, and formal, during scheduled reviews. Reviews involve preparing, writing a statement with strengths and objectives, and delivering the feedback. Delegation requires deciding what can be delegated, selecting the right person, and making tasks S.M.A.R.T.E.R. (specific, measurable, agreed, realistic, timebound, empowering, and recorded). Mot
The document summarizes a webinar on building employee retention vs loyalty. It provides instructions on how to listen via phone or computer. It introduces the speakers and agenda which includes setting goals, using compensation to promote retention, leveraging career options, and supporting generational differences.
How to Communicate Your Next Employee Engagement SurveyNamely
When launching an employee survey the intent is clear - you want to collect, understand and act on employee feedback.
However, communicating that intent to your people can sometimes be challenging. Pre-survey communications are integral to a successful survey that collects enough data to take action on. Post-survey communications are just as important in building employee trust.
Join Monique Hughes, Senior Customer Success Manager at Culture Amp and Eric Knudsen Senior Analyst, People Operations at Namely to learn about the importance of internal communication in your employee survey strategy. On the webinar, they will cover:
Why employee engagement surveys are useful & critical
How exactly to communicate with employees before the survey
A checklist for launching your employee engagement survey
Rolling out results using the collect, understand, act model
Communicating results to company, leaders, and managers
New Year, New HR: Top Workforce Planning Tips for 2018Namely
To be effective in HR, you can’t afford to stand still. You need to keep up with the latest trends, watch your competitors, and develop effective strategies for making the best hires and helping them succeed. And to do that, you need to be systematic and have clear priorities—especially if you’re part of small team.
On this webinar, we covered:
-Make SMART HR goals for 2018
-Improve recruiting KPIs through strategic programs
-Stay ahead of the curve with hot topics in HR for 2018
This document provides guidance for conducting employee performance reviews. It outlines how to prepare for the review meeting by considering the employee's performance requirements, conditions, efforts, and accomplishments. It also discusses how to structure the meeting by setting an agenda, presenting performance information and feedback, discussing the performance rating, and putting together an action plan. The key aspects of an effective review meeting are presenting factual information, focusing on performance not personal issues, engaging the employee in discussion, and gaining their acceptance of the review outcome.
Workplace Expert Jodi Glickman shares four easy steps to the most productive performance review you've ever had.
About Jodi Glickman
Jodi Glickman is an expert in training people how to navigate the workplace. She
founded the consulting firm, Great on the Job (GOTJ) in 2008 to provide Millennials and managers alike with effective communication strategies.
She is a former Peace Corps volunteer (Southern Chile) turned investment banker (Goldman Sachs) turned present-day communication expert. She can also be found contributing to Harvard Business Review, Fortune.Com and Business Insider.
This year Jodi published her book, “Great on the Job, What to Say, How to Say it, The Secrets of Getting Ahead.”
2010 HOME Conference - Effective Supervision of StaffMCCHMD
This document provides guidelines and resources for effective management. It covers topics such as orienting new employees, providing feedback, conducting formal reviews, delegation, and motivation. For orienting, it emphasizes making a good first impression and providing checklists for the first day, week, and second week. Feedback should be both informal, through regular check-ins, and formal, during scheduled reviews. Reviews involve preparing, writing a statement with strengths and objectives, and delivering the feedback. Delegation requires deciding what can be delegated, selecting the right person, and making tasks S.M.A.R.T.E.R. (specific, measurable, agreed, realistic, timebound, empowering, and recorded). Mot
Today’s training session focuses on the importance of setting goals to guide and develop employee performance. We’ll examine the criteria for effective performance goals and cover the steps in the goal-setting and review process.
The information you learn in this session can help you strengthen the performance appraisal process as well as supervise and motivate your employees more successfully.
The document discusses important skills for managers, including strategic thinking, time management, communication, problem solving, collaboration, financial skills, and interpersonal skills. It also outlines the coaching process managers should follow, which includes building trust, setting goals, exploring alternatives, getting commitments, and providing feedback. Different types of formal performance review meetings are described, such as for setting objectives, reviewing development plans, and determining merit/salary, and these typically follow sequentially on a quarterly or annual basis.
Coaching for Excellence - Annual Performance Review ProcessTrey Scarpa
The document outlines an annual performance review process called "Coaching for Excellence" for a company. It aims to provide feedback, coaching, aligned work objectives, improved performance, retention, learning and equitable rewards decisions. Key aspects include annual goal setting between employees and managers, quarterly reviews, annual evaluations, and development planning to help employees thrive in their careers. All employees and managers must complete stages of the process by set deadlines.
How to Engage a Poor Performing Employee
More often than not, the reason for poor performance is because the employee does not know what is expected. Both employee and boss may be under the mis-apprehension that the employee goals and expectations are clear. Sure, clear as mud!
Webinar: A Manager's Guide to Effective 1-on-1sYouEarnedIt
Managers are one of the top five reasons employees leave companies. Why? Because managers struggle with having meaningful & effective conversations with their team.
Help your managers lead effective 1-on-1s and learn:
- The importance of creating a continuous feedback culture
- How meaningful conversations drive engagement
- Frameworks for successful 1-on-1s
- How to get buy-in & roll out a successful program
To request a demo, visit www.youearnedit.com/demo
The document provides a 10-step approach for conducting effective performance reviews that are transformational and employee-centered. The steps include adopting a mutual learning mindset, establishing performance frameworks, discussing goals and expectations, monitoring performance, and having coaching conversations to discuss what is going well and areas for improvement. The approach focuses on development over evaluation, is anchored to defined goals, and aims to have both parties learn something to improve performance.
In this file, you can ref useful information about performance of appraisal such as performance of appraisal methods, performance of appraisal tips, performance of appraisal forms
Is Performance Appraisal Salary Justification or Employee Development? Gatto Associates, LLC.
What have performance appraisals turned into?
• Ways to justify the distribution money,
• A play it safe approach by not giving too high or too low a rating,
• A once a year necessity, a drudgery for the boss and employee
• A justification game that organizations have to play
• An untruth based on taking a 5-point scale that turns into a 3-point scale
Benchmark change initiative implementation, evaluation, and susssuser454af01
The document outlines requirements for an assignment evaluating a proposed change initiative within Prime Healthcare Organization. It instructs the student to identify an area within the organization that would benefit from change, discuss issues and outcomes, identify internal and external driving forces, evaluate stakeholders, develop a change model and strategies, address barriers, and propose evaluation and sustainability methods. It also provides the mission and values of Prime Healthcare Organization as context.
This document contains an assessment with specifications for a job position. It includes:
1) A consultation with an HR specialist to establish job requirements and ensure work is allocated appropriately.
2) A work plan template outlining the employee's weekly tasks, timeline, and key performance indicators.
3) A risk analysis identifying potential risks like costs exceeding budget, poor quality work, and data security breaches. Mitigation strategies are proposed.
4) A list of training steps for the employee including orientation, apprenticeship, and evaluation.
5) A description of how performance will be continuously reviewed against goals using feedback.
Is Performance Appraisal: Salary Justification or Employee Development? Gatto Associates, LLC.
The document discusses performance appraisals and their evolution from a tool focused on employee development to primarily justifying salary decisions. It argues that appraisals are ineffective when conducted just annually and lack meaningful feedback and goal setting. To be effective, it suggests appraisals should include continual feedback, clear expectations set jointly by managers and employees, documentation of accomplishments, and treating employees as autonomous professionals responsible for their own development. Regular check-ins allow managers to recognize successes and support improvements, while respecting employees as responsible adults in charge of their own careers.
Redesigning employee performance management is no longer just a "nice to have", it’s imperative. The days of organizations relying on cookie-cutter annual reviews or simple assessments are long gone.
In this file, you can ref useful information about appraisal performance such as appraisal performance methods, appraisal performance tips, appraisal performance forms, appraisal performance phrases … If you need more assistant for appraisal performance, please leave your comment at the end of file.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/employee-performance-guide-304
This guide is a basic introduction to performance management, the process, setting objectives, providing feedback, the performance discussion between manager and employee. It is geared to small and mid-sized companies who want to provide a process that is clear and easy to use for managers.
This document discusses the role and responsibilities of human resources (HR) management. It begins by explaining how HR has evolved from an administrative function to a strategic department involved in organizational decision making. The main responsibilities of HR include staffing, recruitment, developing policies on compensation, benefits, and working conditions. HR also aims to retain top talent through competitive salaries and benefits. Developing strategic HR plans aligned with business goals and objectives is important. However, HR faces challenges such as controlling costs, adapting to technological changes, and replacing retiring "baby boomer" employees. Educating managers and employees about HR functions is crucial so that everyone understands their roles in achieving organizational goals.
This document introduces Employee Progress Journals (EPJs) as an alternative to traditional employee performance reviews. EPJs are ongoing records prepared by employees and their managers to guide employees' career development. They include sections for clarifying career objectives, outlining objectives and expectations for the coming review period, needed training, and resources. The goal is for EPJs to shift conversations from past problems to future actions and goals through an ongoing coaching process rather than annual evaluations.
Managing and Evaluating Staff 9-28-17.pptxLonewolf379705
The document discusses best practices for managing and evaluating staff performance. It provides tips for supervisors on setting objectives, evaluating performance, conducting evaluation meetings, and setting goals. The key points are: supervisors should set clear, measurable objectives with employees; evaluate performance based on achieving objectives and how it contributes to department/university goals; and use evaluations to provide feedback and coach employees to improve performance and set new objectives.
The document provides guidance on conducting effective staff appraisals. It discusses that appraisals should systematically evaluate an employee's job performance, assess training needs, and measure performance against objectives. An effective appraisal includes preparation from both manager and employee, focuses on listening and questioning, and establishes clear objectives and an action plan. Objectives should be SMART - specific, measurable, achievable, realistic and timely. Regular follow up meetings allow objectives to be reviewed and ensure continuous performance improvement.
Today’s training session focuses on the importance of setting goals to guide and develop employee performance. We’ll examine the criteria for effective performance goals and cover the steps in the goal-setting and review process.
The information you learn in this session can help you strengthen the performance appraisal process as well as supervise and motivate your employees more successfully.
The document discusses important skills for managers, including strategic thinking, time management, communication, problem solving, collaboration, financial skills, and interpersonal skills. It also outlines the coaching process managers should follow, which includes building trust, setting goals, exploring alternatives, getting commitments, and providing feedback. Different types of formal performance review meetings are described, such as for setting objectives, reviewing development plans, and determining merit/salary, and these typically follow sequentially on a quarterly or annual basis.
Coaching for Excellence - Annual Performance Review ProcessTrey Scarpa
The document outlines an annual performance review process called "Coaching for Excellence" for a company. It aims to provide feedback, coaching, aligned work objectives, improved performance, retention, learning and equitable rewards decisions. Key aspects include annual goal setting between employees and managers, quarterly reviews, annual evaluations, and development planning to help employees thrive in their careers. All employees and managers must complete stages of the process by set deadlines.
How to Engage a Poor Performing Employee
More often than not, the reason for poor performance is because the employee does not know what is expected. Both employee and boss may be under the mis-apprehension that the employee goals and expectations are clear. Sure, clear as mud!
Webinar: A Manager's Guide to Effective 1-on-1sYouEarnedIt
Managers are one of the top five reasons employees leave companies. Why? Because managers struggle with having meaningful & effective conversations with their team.
Help your managers lead effective 1-on-1s and learn:
- The importance of creating a continuous feedback culture
- How meaningful conversations drive engagement
- Frameworks for successful 1-on-1s
- How to get buy-in & roll out a successful program
To request a demo, visit www.youearnedit.com/demo
The document provides a 10-step approach for conducting effective performance reviews that are transformational and employee-centered. The steps include adopting a mutual learning mindset, establishing performance frameworks, discussing goals and expectations, monitoring performance, and having coaching conversations to discuss what is going well and areas for improvement. The approach focuses on development over evaluation, is anchored to defined goals, and aims to have both parties learn something to improve performance.
In this file, you can ref useful information about performance of appraisal such as performance of appraisal methods, performance of appraisal tips, performance of appraisal forms
Is Performance Appraisal Salary Justification or Employee Development? Gatto Associates, LLC.
What have performance appraisals turned into?
• Ways to justify the distribution money,
• A play it safe approach by not giving too high or too low a rating,
• A once a year necessity, a drudgery for the boss and employee
• A justification game that organizations have to play
• An untruth based on taking a 5-point scale that turns into a 3-point scale
Benchmark change initiative implementation, evaluation, and susssuser454af01
The document outlines requirements for an assignment evaluating a proposed change initiative within Prime Healthcare Organization. It instructs the student to identify an area within the organization that would benefit from change, discuss issues and outcomes, identify internal and external driving forces, evaluate stakeholders, develop a change model and strategies, address barriers, and propose evaluation and sustainability methods. It also provides the mission and values of Prime Healthcare Organization as context.
This document contains an assessment with specifications for a job position. It includes:
1) A consultation with an HR specialist to establish job requirements and ensure work is allocated appropriately.
2) A work plan template outlining the employee's weekly tasks, timeline, and key performance indicators.
3) A risk analysis identifying potential risks like costs exceeding budget, poor quality work, and data security breaches. Mitigation strategies are proposed.
4) A list of training steps for the employee including orientation, apprenticeship, and evaluation.
5) A description of how performance will be continuously reviewed against goals using feedback.
Is Performance Appraisal: Salary Justification or Employee Development? Gatto Associates, LLC.
The document discusses performance appraisals and their evolution from a tool focused on employee development to primarily justifying salary decisions. It argues that appraisals are ineffective when conducted just annually and lack meaningful feedback and goal setting. To be effective, it suggests appraisals should include continual feedback, clear expectations set jointly by managers and employees, documentation of accomplishments, and treating employees as autonomous professionals responsible for their own development. Regular check-ins allow managers to recognize successes and support improvements, while respecting employees as responsible adults in charge of their own careers.
Redesigning employee performance management is no longer just a "nice to have", it’s imperative. The days of organizations relying on cookie-cutter annual reviews or simple assessments are long gone.
In this file, you can ref useful information about appraisal performance such as appraisal performance methods, appraisal performance tips, appraisal performance forms, appraisal performance phrases … If you need more assistant for appraisal performance, please leave your comment at the end of file.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/employee-performance-guide-304
This guide is a basic introduction to performance management, the process, setting objectives, providing feedback, the performance discussion between manager and employee. It is geared to small and mid-sized companies who want to provide a process that is clear and easy to use for managers.
This document discusses the role and responsibilities of human resources (HR) management. It begins by explaining how HR has evolved from an administrative function to a strategic department involved in organizational decision making. The main responsibilities of HR include staffing, recruitment, developing policies on compensation, benefits, and working conditions. HR also aims to retain top talent through competitive salaries and benefits. Developing strategic HR plans aligned with business goals and objectives is important. However, HR faces challenges such as controlling costs, adapting to technological changes, and replacing retiring "baby boomer" employees. Educating managers and employees about HR functions is crucial so that everyone understands their roles in achieving organizational goals.
This document introduces Employee Progress Journals (EPJs) as an alternative to traditional employee performance reviews. EPJs are ongoing records prepared by employees and their managers to guide employees' career development. They include sections for clarifying career objectives, outlining objectives and expectations for the coming review period, needed training, and resources. The goal is for EPJs to shift conversations from past problems to future actions and goals through an ongoing coaching process rather than annual evaluations.
Managing and Evaluating Staff 9-28-17.pptxLonewolf379705
The document discusses best practices for managing and evaluating staff performance. It provides tips for supervisors on setting objectives, evaluating performance, conducting evaluation meetings, and setting goals. The key points are: supervisors should set clear, measurable objectives with employees; evaluate performance based on achieving objectives and how it contributes to department/university goals; and use evaluations to provide feedback and coach employees to improve performance and set new objectives.
The document provides guidance on conducting effective staff appraisals. It discusses that appraisals should systematically evaluate an employee's job performance, assess training needs, and measure performance against objectives. An effective appraisal includes preparation from both manager and employee, focuses on listening and questioning, and establishes clear objectives and an action plan. Objectives should be SMART - specific, measurable, achievable, realistic and timely. Regular follow up meetings allow objectives to be reviewed and ensure continuous performance improvement.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
How to Create Mentoring Programs That Work | Webinar 11.25.15BizLibrary
So, you think a mentoring program might be a good idea? Or maybe you’ve started one, but it’s lost its steam? Most organizations don’t think of mentoring as a formal strategy. Here’s a question to consider, how much does it cost to lose a professional employee? According to Fortune Magazine it costs $50k to $100k and key leaders cost even more! Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
The document discusses training need analysis at the organizational, individual, and operational levels. It provides details on assessing training needs through analyzing an organization's internal and external environment. It also discusses assessing individual training needs through methods like performance reviews, feedback, and competency assessments. Formats for tools like peer appraisals, competency assessments, and self-assessments are included.
In this file, you can ref useful information about process of performance appraisal such as process of performance appraisal methods, process of performance appraisal tips, process of performance appraisal forms, process of performance appraisal phrases … If you need more assistant for process of performance appraisal, please leave your comment at the end of file.
This document discusses personal entrepreneurial competencies (PECs) related to computer hardware servicing. It provides an overview of the module, which involves assessing one's own PECs and comparing them to successful entrepreneurs in the province. The module aims to help students identify areas for improvement, align their PECs with their career choice, and create a plan to ensure success. Key PECs discussed include being hardworking, confident, disciplined, able to accept change, and profit-oriented. Important skills include excellent planning, strong people skills, and sound decision making.
The document provides an overview of performance appraisals and strategies for more effective performance management. It discusses traditional appraisal elements and common problems, such as subjective ratings and infrequent feedback. Newer approaches focus on ongoing communication, goal setting linked to business objectives, and coaching. Effective difficult conversations involve preparing, sharing perspectives to understand different views, and collaborating on resolutions.
How do I develop my employees? With this step-by-step plan, you can strategically develop your employees. Discover how to leverage your staff to achieve shared and individual (business) goals. This slide is specifically designed for entrepreneurs, directors, and managers in innovative and dynamic companies.
This document discusses performance management and competency mapping. It defines performance management as a strategic approach to improving employee performance and developing capabilities to help achieve organizational objectives. The objectives and process of performance management are outlined. Strategic performance management is defined and its steps are described. Trends in performance appraisal discussed include self-appraisal, competency mapping, and balanced scorecards. Competency mapping is defined as identifying competencies for jobs and incorporating them in HR processes like evaluations and training. The benefits and process of competency mapping are explained.
This document provides guidance for managers on evaluating employee job performance at MHS. It outlines the evaluation workflow process and key sections of evaluations in SuccessFactors, including performance goals, values, job skills/knowledge, and summaries. It emphasizes giving constructive feedback that is specific, balanced, and timely. It also warns against common rating errors like leniency bias and halo effects. Finally, it offers tips for preparing for and conducting productive performance evaluation discussions.
How to Create a Mentoring Program That Works | Webinar 08.18.15BizLibrary
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
The document provides guidance on writing effective performance appraisals, including discussing the purpose of performance appraisals, preparation tips, different appraisal methods like ranking, rating scales, checklists, and examples of feedback phrases. It also lists additional resources on performance appraisal forms, templates, and techniques to help managers structure appraisals that motivate employees and assess performance over the review period.
This document provides a performance review template to gather feedback on an employee's past performance, attitude, and ability. It includes sections for reviewing accomplishments, strengths and opportunities, goals, suggestions for improvement, self-evaluation of competencies, and manager evaluation of competencies. The template is designed to help maintain motivation, assess capabilities, and effectively manage staff. Completing regular reviews is important for morale, credibility, effectiveness and costs.
In this file, you can ref useful information about performance appraisal best practices such as performance appraisal best practices methods, performance appraisal best practices tips
In this file, you can ref useful information about performance appraisal best practices such as performance appraisal best practices methods, performance appraisal best practices tips, performance appraisal best practices forms, performance appraisal best practices phrases … If you need more assistant for performance appraisal best practices, please leave your comment at the end of file.
In this file, you can ref useful information about team performance appraisal such as team performance appraisal methods, team performance appraisal tips, team performance appraisal forms, team performance appraisal phrases … If you need more assistant for team performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about how to write performance appraisal comments such as how to write performance appraisal comments methods, how to write performance appraisal comments tips, how to write performance appraisal comments forms, how to write performance appraisal comments phrases … If you need more assistant for how to write performance appraisal comments, please leave your comment at the end of file.
2. OBJECTIVES IN THIS PRESENTATION
To share best practices that align with business and
agent needs
Understand SMART goals
Viewing examples of a SMART goal process
Setting your own goals
3. WHY SET GOALS?
Goals provide a clear idea of what we are trying to
achieve.
We are able to plan what we need to do to achieve
these goals through people, time, resource, etc.
Goals allow us to measure progress
Examples of Goals:
To increase something (profits, core metrics,
effectiveness)
To improve something (processes, results, relationships)
To reduce something (risk, expenses, competition)
5. WHAT DOES THE PNEUMONIC SMART STAND FOR?-A
Specific – detailed outcomes criteria
The goal should state the exact level of performance expected
Measurable – measurement criteria
To achieve objectives, people must be able to observe and
measure their progress
Attainable – realistic criteria
Goals should challenge people to do their best, but they need
to also be achievable (no sink or swim situations)
Relevant – significance criteria
Goals need to pertain directly to performance challenge being
managed
Timeframe – answers “by when?” criteria
Deadlines help people to work harder to get a task completed
7. EXAMPLES
To improve morale and
motivation
Begin different ways of
recognizing agents
such as: ‘Thank You’
cards, favorite candy,
sending a sealed letter
home to their family
regarding how much
they are valued at Dish
by April 5, 2011.
Ineffective Goal Effective Goal
8. EXAMPLES
Improve CSAT scores
immediately
Hold agents
accountable to SERF
feedback by utilizing
the Daily Agenda tool
and enforcing
consequences through
quarterly evaluations
by April 5, 2011
Ineffective Goal Effective Goal
11. SUGGESTED WORDS TO USE WHEN WRITING SMART GOALS
Choose a verb- increase, decrease, improve,
deliver, grow
Define the object- what you wish or will work
toward to get better at and for whom
Identify how much- target goals and a reference
to the meeting of success
Identify by when- time frame for completion of
goal
13. PROFESSIONAL OBJECTIVES
To give my agents the tools they need to complete
their daily tasks efficiently and effectively
To create a safe-working environment
Build the self-worth of agents first, to help them
build both integrity and get them comfortable taking
risks
To support each agent in their understanding of
changes within the company and set up proper
career paths to help each agent succeed
To close gaps between departments
To have a good working relationship with peers and
learn from each other
14. QUARTERLYEVALUATIONFORM
Goal 1:
Establish a
quarterly
evaluation
sheet to show
agents what
they are
measured on
annually. Must
be completed
by January 1,
2011. Quarterly
form should
show how each
category will be
defined to help
agent become
an ‘exceeds’ in
each
opportunity.
Your quarterly and annual evaluations will be weighed in the following areas:
*The bold areas below will be scored on a one to five scale, where one is the lowest and
five is the highest.
1. Judgment
-The agent’s ability to systematically evaluate options in terms of consequences to
draw sound conclusions both on and off the phone.
-The agent’s ability to remain open-minded when forming opinions towards feedback,
customers, peers, supervisors, policies, changes, etc.
-If the agent concentrates on developing solutions to challenging problems, set-backs,
feedback, etc.
2. Interpersonal Skills
-Determined by the agent’s ability to identify and understand personal values of
superiors, peers, and others.
-The agent’s effort to develop mutual support and positive working relationships with
peers, customers, superiors, etc.
-The agent’s ability to work with multiple superiors
-The agent’s continued effort to develop trust by displaying dependability and honesty
3. Creativity
-The agent’s ability to develop creative solutions to problems both on and off the
phone (such as: challenges within metrics, life/work balance, policy obstacles,
organizational changes, etc.)
-Creating satisfying solutions in conformance with organizational policies
-The agent’s display of seeking new ideas and approaches for improvement
-Works to de-escalate customers, bridges customers back to the focus of calls,
4. Continuous Improvement
-Produces changes to hit and/or exceed in all metrics
-Is receptive to new ideas
-Learns quickly from setbacks
-Uses constructive criticism to improve performance
-Develops future goals for improvement
-Tactfully discusses areas in need of improvement
-Demonstrates a strong effort to improve
5. Commitment
-Maintaining good attendance by avoiding the consultation process or stepping down
on the consultation process
-Avoiding break overages or excessive ACW use
-Accepts full responsibility for results
-Views responsibility as an opportunity for growth and accepts responsibility willingly
-Promotes positive morale
-Shows an eagerness and capacity to learn
15. FAVORITE’STHINGSLIST
Goal 2:
Create a
document
understanding
how to
professionally
reward an agent
based on their
interests and
needs. This can
help create a
safe-working
environment.
Complete by
Dec. 12, 2011.
Favorite Things
Name:
Candy:
Music:
Movies:
Place to shop:
Cake:
Hobby:
Color:
What did you want to be when you were little?
What’s a current goal of yours?
List three goals you have set for yourself within the next three months?
List three goals you have set for yourself within the next year?
16. CAREERPATHS
Goal 3:
Create a
foundation to see
how well agents
can plan,
organize, and
reach their goals.
Do they
understand their
strengths? What
did they work on
previously? How
driven are they to
reaching a higher
position or being
a top performing
agent in their
own position?
Complete by Dec.
12, 2010.
So far you’ve shared your traits of your favorite teacher, personal goals, professional
goals, and favorite things. Let’s start working towards those virtues and goals. To begin
we must first determine what is working and what’s not. Today, we will be focused on
your professional goals.
Before writing these, consider how many times you’ve gotten P4P.
List 3 strengths in regards to your work:
1. ____________________________
2. ____________________________
3. _____________________________
List 3 things you’ve improved in your work over the last three months:
1. ____________________________
2. ____________________________
3. _____________________________
List 3 areas you’d like to focus on to improve:
1. ____________________________
2. ____________________________
3. ____________________________
17. SUCCESS’SDEFINEDBYAGENTS
Goal 4:
Have each agent
share their own
best-practices for
them to see what
they’ve
accomplished for
themselves, as well
as your
accomplishments
with your agents.
This can be part of
the quarterly
evaluation
processes and also
help shape agent’s
in their own defined
goal shaping.
Complete by March
30, 2011.
Liza Eubanks
Successes
1. Using Resources
Paper hand-outs
QA Cheat Sheets
Community
Thread/Co-workers
2. Support
Getting support using our individual learning styles.
When I have a problem, the team makes it their problem and we fix it
together.
Constant enthusiasm from the team.
3. Interpersonal Skills
Find common ground. (listen to background noises, find out where they
live, look at programming/ppvs rented)
Laugh with the customer.
Empathize.
4. AHT
Stay away from saying “Is there anything else I can help you with?”
Use scripted closings.
Remember to use resources to keep in control of the call.
Explain why, but not in excess.
5. Attendance
Improved statistics.
Feeling more rewarded for efforts.
Like working with my peers.
18. DELIVERINGTHEQUARTERLYEVALUATION
Goal 5:
Feedback should
be delivered on a
consistent basis
along with
rewards. This
should be written
in a planner or
though Outlook as
a reminder for
each agent before
quarterly
evaluation is
delivered. This
can be done
through one-on-
one sessions and
via thread. Deliver
Q1-quarterly
evaluation by
April 1, 2011.
Liza Eubanks Q1 evaluation- *shows foot note
1. Judgement-4
I feel this agent’s biggest opportunity in this area is developing solutions to
challenging problems, set-backs, and feedback. This agent has been given numerous
tools and asked to utilize them on numerous occasions, however, has not. However,
Liza has shown vast improvement in boosting her metrics by her own means and
warming up to ask questions. In order to be considered an ‘exceeds’ in this category,
Liza must start taking risks and utilizing her tools.
2. Interpersonal Skills-5
Liza has really grown in this category. She has opened up with questions, issues, and
has supported the team in the thread when possible despite her issues with multi-
tasking. Liza has also become more dependable and reliable and has displayed greater
confidence within herself and her work.
3. Creativity-5
Liza does an excellent job at de-escalation, seeing metric’s as a challenge versus a de-
motivator, has improved attendance, and conforms well to policy obstacles. Liza has
gone from a tier two to a tier five within a matter of two months, showing great
improvement in all major metrics.
4. Continuous Improvement-3*
While Liza has improved in all major metrics, she struggles with taking risks,
adapting to change, and utilizing tools. Liza at times gets de-motivated from set-backs
instead of adapting her style to further improve her in all aspects. Initially, I would
have given this area a one, however, Liza has been better with taking feedback, using
constructive criticism, and does have a better idea of goal setting. What I would like
Liza to improve in the following areas to get an ‘exceeds’: being receptive to new
ideas, utilizing all tools given, and learning from setbacks versus getting de-
motivated, and demonstrate a strong effort to improve by trying other sources.
5. Commitment-2
Currently, this is Liza’s biggest area of opportunity. She is on a final for attendance at
this time, is generally late from lunch, and has numerous break violations. While she
does accept responsibility for her actions, she needs to understand that her absence’s,
excessive breaks, and late arrival from lunch, affects the business needs and cost of
the company. Liza does want to learn and grow and has now vocalized this desire,
however, she must learn to view even these challenges as opportunities for growth
and development to get to exceeds in this category.
19. STRENGTHSANDOPPORTUNITIES
Goal 6:
Create a sheet to help
both agents and
those working with
agents have a
comfortable working
relationship. This
spreadsheet can help
with: transitions to
new coaches for both
agent and coach,
OJTs who are going
to assist agents, Fab
4 representatives that
give feedback, upper-
management to have
an understanding of
the agent’s
temperament,
learning style, etc.
Essentially a work in
progress, however,
framework to be
completed by March
5, 2011.
Strengths Opportunities
*Consistant with results *Liza is a auditory/visual learner. When showing Liza
*Friendly/Approachable a new skill or task, speak with a more slowed, even tone
*Considerate to others and pause frequently. Also, show Liza the steps in order.
*Easy to work with *Liza is a planner that does not like to be rushed. Hence,
*Takes feedback readily it is important to get with Liza early, explain expectiations
*Has a great memory early on, and show her the new process in order.
*Liza tends to be hard on herself at times. When teaching her
a new skill or task it is important to have the facts in writing
then allow Liza to ask questions regarding the new process.
*Liza prefers a calm approach versus a direct one. In order
to gain a comfortable relationship it is important to Liza to be
valued, know that she is right, and for her leader to be consistant
in all regards.
*When complimenting Liza, be specific. Versus saying "great
job," try "Liza, I noticed you added more inflection to your calls
I'm really impressed that you took to it so quickly. I think it
will really improve your CSAT scores. Great job and thank you."
Judgement-4
Interpersonal skills-5
Creativity-5
Continuous Improvement-3
Commitment-2
Performance-4
21. TOOLS FOR SUCCESS
A Carrot a Day
rewards
Situation Leadership
how to support someone
Management by Strengths
creating real teamwork
Understanding Six Sigma
better understanding of metrics
The 7 Steps of Highly Effective People
help with planning
Generations
understanding diversity
How to Lead a Team
if transitioned from agent to coach
Fat-Free Writing
professional writing