INSIGHTs & INTUITION

What’s the best performance-evaluation system for helping workers recognize their strengths and weaknesses?

Throughout my career, I have used several tools to boost employees’ awareness of strengths and weakness. Myers-Briggs, DISC and Gallup’s StrengthsFinder all are good, with StrengthsFinder being the most accessible and easiest to understand.

Otter Tail Corp. also uses the Synergist Quiz by Predictable Success to help leaders understand their leadership styles.

For assessments to provide the most value, they should include honest feedback from those who know you best (co-workers, supervisors, mentors, spouse and friends). And you should receive them with an open mind.

Performance appraisals, executive coaching and 360-degree assessments also provide invaluable input.

Kostas Voutsas

ASSISTANT PROFESSOR OF MANAGEMENT AND HUMAN RESOURCES

DICKINSON STATE UNIVERSITY

DICKINSON, N.D.

An effective performance appraisal system helps direct employee behavior toward organizational goals because the system clearly states the employer’s expectations. Studies have shown that employees view performance reviews as punishment instead of an opportunity for professional growth. Other studies have shown that supervisors are dissatisfied because their organizations do not have a systemic, simple and effective approach to measuring performance.

Determining how to best measure performance is the first step. As a performance review consultant, I often conduct a needs assessment. I survey employees and managers with the goal of getting input to develop an effective performance appraisal system.

Then I develop the review form. The next step is to conduct focus groups and redevelop the form based on the comments I receive.

The final step is to redesign the form based on recommendations from upper management.

Training the entire organization is the final step. Employees need to know the expectations. Supervisors need to know how to complete the review forms, provide effective feedback and help their employees develop SMART (Specific, Measurable, Attainable, Realistic, Timely) goals to further grow.

Lisa Fitzgerald DIRECTOR OF HUMAN RESOURCES CONSULTING EIDE BAILLY FARGO

Employee performance evaluations are vital to the health of an organization and its employees. As you conduct these conversations, there are some important points to consider.

First, focus on the feedback you’re giving. Is it future focused? Does it emphasize the strengths of the employee? Does it include discussions on development?

Second, have multiple conversations throughout the year, rather than one large, formal one.

Gather feedback from many sources, including peers of the employee.

Last but not least, employee performance evals do not need to include ratings. Rather, they should be an open dialogue for both parties.

Lommel DIRECTOR OF HUMAN RESOURCES MARCO ST. CLOUD, MINN.

Through Marco’s annual performance review process, managers have the chance to rate and discuss performance as it relates to the top five responsibilities of their position.

Additionally, managers rate and discuss general performance factors such as work quality, job knowledge and client and employee relationships.

As part of our Learning and Development program, all employees fill out the DISC Profile Assessment tool and participate in a four-hour training session to learn about personal and team strengths and challenges. We also use StrengthsFinder as a means of determining the strengths of each team member in various departments.

We believe in a culture of coaching. In sports, an athlete reaches his or her potential with proper leadership and training; similarly, an employee will excel in his or her role with adequate guidance and feedback.

In order for employees to recognize their value as well as their areas for improvement, continuous and immediate feedback is crucial.

We have found that empowering the leaders of our organization to conduct regular one-on-one coaching sessions with their employees is the best way to give those employees an honest assessment and the tools they need to reach their full potential.

At Minnkota, we believe in engaging in open and honest communication about each employee’s strengths and opportunities for improvement. Opportunities can only be realized through an ongoing, two-way dialogue where both individuals feel comfortable sharing their ideas and perspectives.

The leaders in our organization are responsible for building development plans around each employee’s strengths and working to help them grow in their positions.

From an education and training perspective, all Minnkota employees take the StrengthFinders assessment and corresponding course. We’ve had great success with this program, which identifies each individual’s top five strengths and how to improve on them. Weaknesses are not measured.

We have a strengths matrix, which can be used to put together well-rounded project teams.

Truth AND integrity : IN STATE BUDGETING

Source: The Volcker Alliance