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.
A Guide to Performance Improvement PlansKristen Zuck
This is a condensed presentation I gave internally regarding our Performance Improvement Process with Happiness Engineers (Customer Support Professionals). It covers what Performance Improvement Plan (PIP) is for, not for, the steps involved, and my tips for running a successful plan with your team member. These plans are not a punishment, and are intended to help a team member succeed long term. By understanding the process fully you are better prepared to help yourself and your team member throughout the process.
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
Top tips for creating an employee performance improvement plan (PIP). There is also a slide that provides information on a Timesaver Kit that includes templates to creating an employee performance improvement plan process.
A Guide to Performance Improvement PlansKristen Zuck
This is a condensed presentation I gave internally regarding our Performance Improvement Process with Happiness Engineers (Customer Support Professionals). It covers what Performance Improvement Plan (PIP) is for, not for, the steps involved, and my tips for running a successful plan with your team member. These plans are not a punishment, and are intended to help a team member succeed long term. By understanding the process fully you are better prepared to help yourself and your team member throughout the process.
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
Top tips for creating an employee performance improvement plan (PIP). There is also a slide that provides information on a Timesaver Kit that includes templates to creating an employee performance improvement plan process.
Re-Aligning Project-Stakeholders ExpectationsDr. Thomas Juli
It is common knowledge that every project should have mutually agreed upon objectives that are specific, measurable, achievable, relevant, and time-boxed (SMART). Common knowledge does not automatically equal common practice. Often, projects fail simply because there is no mutual understanding of the objectives and stakeholder expectations are not aligned. This paper outlines a simple yet powerful workshop approach that can help realign objectives and stakeholders’ expectations for a project that is behind schedule. It describes the prerequisites and necessary preparation, delineates the key parts of the workshop, and sketches possible outcomes.
--- additional information available at www.TheProjectLeadershipPyramid.net
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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.”
In this file, you can ref useful information about performance appraisal meeting such as performance appraisal meeting methods, performance appraisal meeting tips, performance appraisal meeting forms, performance appraisal meeting phrases … If you need more assistant for performance appraisal meeting, please leave your comment at the end of file.
Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
What is the right way to conduct effective meetings between managers and direct reports? Use the checklist below to get the most from one-on-one meetings.
Effective One-on-One Meetings with Employees - By Liza WisnerLiza Wisner
Tools to Use:
1. The DELTA Meeting
2. Level 10 City Champion
The DELTA Meeting is a great tool to use if you want to conduct effective one-on-one meetings with your employees. It shows your dedication to employee engagement, leadership development, teamwork, and attention to detail.
The Level 10 City Champion Chart is a concept derived from the book "The Miracle Morning" by Hal Elrod. He explains, "If we’re measuring our levels of success/satisfaction in any area of our lives, we all want to be living our best lives at a ‘Level 10’ in each area. Creating your ‘Level 10 Life’ begins with creating an honest assessment of where you are."
Re-Aligning Project-Stakeholders ExpectationsDr. Thomas Juli
It is common knowledge that every project should have mutually agreed upon objectives that are specific, measurable, achievable, relevant, and time-boxed (SMART). Common knowledge does not automatically equal common practice. Often, projects fail simply because there is no mutual understanding of the objectives and stakeholder expectations are not aligned. This paper outlines a simple yet powerful workshop approach that can help realign objectives and stakeholders’ expectations for a project that is behind schedule. It describes the prerequisites and necessary preparation, delineates the key parts of the workshop, and sketches possible outcomes.
--- additional information available at www.TheProjectLeadershipPyramid.net
In this file, you can ref useful information about best performance appraisal such as best performance appraisal methods, best performance appraisal tips, best performance appraisal forms, best performance appraisal phrases … If you need more assistant for best performance appraisal, please leave your comment at the end of file.
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.”
In this file, you can ref useful information about performance appraisal meeting such as performance appraisal meeting methods, performance appraisal meeting tips, performance appraisal meeting forms, performance appraisal meeting phrases … If you need more assistant for performance appraisal meeting, please leave your comment at the end of file.
Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
What is the right way to conduct effective meetings between managers and direct reports? Use the checklist below to get the most from one-on-one meetings.
Effective One-on-One Meetings with Employees - By Liza WisnerLiza Wisner
Tools to Use:
1. The DELTA Meeting
2. Level 10 City Champion
The DELTA Meeting is a great tool to use if you want to conduct effective one-on-one meetings with your employees. It shows your dedication to employee engagement, leadership development, teamwork, and attention to detail.
The Level 10 City Champion Chart is a concept derived from the book "The Miracle Morning" by Hal Elrod. He explains, "If we’re measuring our levels of success/satisfaction in any area of our lives, we all want to be living our best lives at a ‘Level 10’ in each area. Creating your ‘Level 10 Life’ begins with creating an honest assessment of where you are."
This presentation is offering information on how an organization can transition from their current organizational culture and processes to a Results-Only Working Environment. This new working environment allows employees the ultimate freedom in controlling and scheduling their time to have a greater work-life balance. I created this presentation for my current internship with JumpStart: HR.
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Strategic planning often requires more executive time and energy than the value it produces. Plans are developed outlining lofty goals and objectives, but sit on the shelf. New approaches are needed.
The Benefits of Temporary Part-Time Jobs for StudentsSnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find temporary part-time jobs that fit your schedule and skills. Browse our listings and apply online today to secure flexible work opportunities that offer the perfect balance between career and personal life.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
3. Out With the
Old
Employee Performance Reviews just
don’t work.
So, it’s time for something different.
4. Consider Something Different
People respond better to what they can change, not
what they can’t
They can’t change the past
They usually won’t defend past actions, fearing
retribution
They usually hear criticisms for the first time during
their performance evaluation.
5. Consider Something Different
So, do you ignore the past?
No. However, you can establish a process that:
Helps everyone learn from the past
Uses that info to plot goals for the future
Establishes well-defined objectives
Helps employees track progress
Is used to coach and mentor – not bludgeon
6. Employee Progress Journals (EPJ)
What’s the purpose of an EPJ?
Seeks to shift conversation from historic problems to future
action.
Seeks to change meeting from one of negativity to one of
optimism and change.
Seeks to expand and extend mentoring/coaching programs if in
place.
Seeks to formalize efforts made to help employee progress in
his/ her career. Clarifies employee’s career goals.
7. Employee
Progress
Journals (EPJ)
What is an Employee Progress Journal?
A formatted approach meant to guide employees
along a path to success
An on-going record prepared by the employee
A journal prepared quarterly or, at a minimum,
semi-annually
A record outlining a manager’s expectations for the
next quarter
A record of progress made on:
Projects
Work performance
Training needed
Resources needed
8. Employee Progress Journals (EPJ)
Clarify Employee’s Career Objectives
This section is the most important.
It should not change radically from quarter to quarter
It should clearly and briefly identify the employee’s career
goals:
Within the next 12 months
Within the next 3-5 years
Longer timeframe as identified
9. Employee Progress Journals (EPJ)
Clarify Employee’s Career Objectives
Ex. 3-5 Yr Goal: “To be promoted to Assistant Controller”
Once established, the rest of the EPJ should be crafted to help that
employee achieve that objective.
10. Employee
Progress
Journals (EPJ)
Outline of Objectives for next quarter
• This section lists major projects (if any) that are
to be completed during the coming quarter.
• If projects are expected to go beyond the
quarter, break them up into phases
• Identify which phases of the project are to be
completed
Copyright 2017: GPC Productions & Blue M Publishing
11. Employee Progress Journals (EPJ)
Outline of Performance
Expectations
This section lists specific areas
where changes in behavior,
attitude, or performance should
be made.
Ex. More Attention to Detail
This would be noted,
together with specific
activities where this has been
lacking in the past.
12. Employee Progress Journals (EPJ)
Outline of Training Needed
This section lists the training needs identified between the manager
and employee.
This must be realistic and be budgeted or otherwise reasonably certain
of approval.
Time must be carved out for this to happen.
Specific courses or potential courses should be noted
Explicit expectation: the employee attends and passes.
13. Employee Progress Journals (EPJ)
Outline of Resources Needed
This section lists any additional
resources needed by employee to
do his/her job satisfactorily.
Ex. ADA – Americans with
Disabilities Act – provide
accommodation for such issues.
Ex. Part-time help – Arrange for
PT help on certain days to free
employee to address more
important issues on EPJ
14. Employee Progress Journals (EPJ)
Priority Weightings
Although EPJ is not specifically a MBO worksheet with
objectives to be used for purposes of bonuses or
other programs. It may be used as a tool.
Weightings may be applied to prioritize projects.
EPJs may be used in connection with bonus
programs.
15. Employee Progress Journals (EPJ)
Career Objective
Remember this one? It was the most important.
Everything you just did should be summarized
and connected back to the employee to show
how it will help him/her move toward the career
goal.
Questions should be welcomed and addressed.
Consult HR too. They should be able to help
with this activity.
16. During the Quarter
What Comes Next?
During the quarter, employee
notes progress being made on
the EPJ items. This should be
monthly, if not weekly.
EPJ should be readily accessible
by employee to be used
interactively.
It should not be put in a drawer
and pulled out at the end of the
quarter.
17. End of
Quarter
What Comes Next?
By the end of the quarter, employee’s journal should
be complete enough so he/she knows where they
stand.
Projects:
% Completion, quality of product, resources used, etc.
should be noted.
Open items at quarter-end should be listed.
Mgr approved changes to scopes/priorities during the
quarter should also be documented.
Copyright 2017: GPC Productions & Blue M Publishing
18. End of Quarter
What Comes Next?
Expectations:
Employee will note how he/she believes they did meeting
these expectations, giving examples if possible. Ex. Did their
attitude improve? If so, how/when?
Training:
Training attended and passed or not attended/not passed
are noted.
Changes in circumstances leading to missed classes should
be listed.
19. End of Quarter
What Comes Next?
Resources:
Note what resources planned were
actually provided.
Note which were not and why
Note changes to priorities or other
circumstances that resulted in more or
fewer resources being provided.
20. End of Quarter
Meet to Discuss
Employee will send completed EPJ to manager for his/her
review.
Mgr will make notes and comments based on employee’s
view of how his/her performance matched what was
expected.
Mgr and employee will meet to discuss and agree on how
things went.
21. End of Quarter
Meet to Discuss – What if we don’t agree?
If the Mgr and employee do not agree, both sides
should note their positions and why.
However, this should not cloud the next step …
22. Plan for Next Quarter
Agree on what is needed NEXT QUARTER
Previous EPJ should be used as basis for planning for
next quarter in that …
Incomplete projects or phases are carried forward with
new timetables.
Further clarification is made regarding behaviors OR
(hopefully) encouragement is given to “keep up the
progress” on those items.
23. Plan for Next Quarter
Agree on what is needed NEXT QUARTER
Previous EPJ should be used as basis for planning for
next quarter in that …
Training not taken can be rescheduled if possible
Resources not provided can be revisited or restructured
to make it more likely
24. Plan for Next Quarter
Agree on what is needed NEXT QUARTER
Hopefully, much was accomplished in the previous
EPJ.
If so, different things can be added.
If not, revisit what was expected. If reasonable, career
counseling or other actions may be needed. If not
reasonable, modify them.
Also, if a career objective has changed, that can be
revisited as well.
25. Plan for Next Quarter
Does the employee still feel the plan is in synch with
his/her career goals?
If so, great! You’re well on your way with this employee.
If not,
Employee may not tell you. You have to establish the
rapport that makes this free exchange possible.
Employee tells you the plan isn’t in line with their views.
Now what?
Work through it with the employee to come up with
something that works better.
Engage HR to help with the process
26. Mismatch
What if the employee is unable/unwilling to perform
as needed/expected?
Managers will always run into this problem.
They must use their judgement
Perhaps a change in responsibility is needed?
Perhaps a change in department?
Perhaps they would be a better fit in another company?
27. Mismatch
If an employee needs outplacement counseling, then:
Be honest
Be there to help them. Leaders/mentors are best when they help
others who want to do better and succeed. It will return to you
many times over during your own career.
Work with HR
28. So, it’s simple. Right?
We all know that’s not true.
Managing people properly, providing coaching,
training, mentoring and leadership is HARD.
Knowing what to say and when to say it is also HARD
sometimes.
It all comes from experience.
If you don’t have a lot of experience – ask someone
who does.
29. EPJ –
Experimentation
Experiment on your own. Change things to
make it work for you and your company.
Nothing is in stone. What works for one
culture/company may not for another.
Finally,
Share your experiences with others. Hopefully,
what you do will help someone else.