ditching the traditional performance reviewditching the traditional performance review presented by:...

Ditching the Traditional

Performance Review

Presented By:

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mail: P.O. Box 509 Eau Claire, WI 54702-0509 • telephone: 866-352-9539 • fax: 715-833-3953email: [email protected] • website: www.lorman.com • seminar id: 394643

T. Hensley “Ted” Williams, J.D., The Williams Group

Ditching the Traditional

Performance Review

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mail: P.O. Box 509 Eau Claire, WI 54702-0509 • telephone: 866-352-9539 • fax: 715-833-3953email: [email protected] • website: www.lorman.com • seminar id: 394643

Prepared By:T. Hensley “Ted” Williams, J.D., The Williams Group

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Presenter: T. Hensley (Ted) Williams, J.D., Co-PrincipalThe Williams Groupwww. The-Williams-Group.com(515) [email protected]

DITCHING THE TRADITIONAL

PERFORMANCE REVIEW

� The Williams Group 1

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ABOUT THE SPEAKER:T. Hensley Williams, J.D.Ted Williams established The Williams Group (TWG), in the late 80’s to offer

human resources management consulting and training to companies and organizations throughout the nation and abroad. TWG provides workplace/workforce services and products to a national clientele in 18+ industries - from small start-ups to companies and organizations with over 10,000 employees.

The firm offers consulting and training services on-site, on-line and by telephone to guide, advise and support workplace/workforce success. The firm works with client companies re workplace/workforce challenges that include: executive and management coaching; employee handbook design; wage and salary surveys; job descriptions; facilitating board retreats; harassment and discrimination investigations; and providing management and employee education & developmentworkshops and webinars.

Prior to beginning TWG, Ted was a human resources management senior executive for 20+ years. Today, Ted will focus on how businesses large and small can ditch the traditional performance review process with 21st century strategies and approaches that enhance performance, productivity and profits.


PAST & CURRENT CLIENTS

• Accounting• Architectural firms• Airlines• Air Courier• Associations• Banking• Consultants• City, County & State• Construction • Financial Services• Healthcare• Higher Education

• Hospitality/Hotels• Information Technology• Import/Export• Insurance• K-12 Schools• Law firms• Manufacturing• Restaurants• Training firms• Transportation• Utilities• Wastewater Management


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In today’s webinar we will not be talking about the history of performance reviews and why employers and employees alike aren’t pleased with it; the assumption is that webinar attendees already have a pretty good idea why they and their respective organizations are not pleased with the current process and they seek a viable alternative

I will be sharing with you a new way for employers to review employee performance in a different and more organic modality that is much more suitable to the realities of today’s workplace

I will provide you with strategies and approaches that will allow you to truly connect with your staff members in ways that will help them to begin or continue to provide your organization with optimum individual and group performance and productivity

Lastly, you will be provided with a no nonsense, straightforward usable roadmap on how to ditch your present system and reap the benefits of the Mobile Performance Review (MPR)© which is a new innovative approach to employee performance review

DITCHING THE TRADITIONAL PERFORMANCE REVIEW


If the current process is ditched, its replacement must: Add business value through productivity and performance Include training for managers and employees on how to utilize the new

process; expectations of both parties must be specific and clear Be measured, managed and monitored(properly and appropriately) Be authentic, user friendly and easy to maintain

Employers & Employees Both Know That the Current PA Process No Longer Serves its

Original Purpose


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Management must realize these truths regarding its workforce in today’s workplace Many people in our society are wired to resist change They can be found in both the management and employee ranks If left unidentified and unaddressed they can overtly and/or covertly

sabotage this initiative and any other initiative the organization may promulgate

Today’s workforce includes four distinct generations working side-by-side in the workplace; members within this multi-generational workforce have their individual and collective opinion(s) regarding the measurement of employee performance

Management must also be mindful that some of their employees: Come from different cultures Are female Have alternative lifestyles



Management must also realize these truths regarding itsworkforce in today’s workplace

It is leadership’s responsibility to find and sustain ways and means tofocus this ever divergent cadre of individuals and groups on thecommon goal of achieving and maintaining company success

It is strongly recommended that company leadership continuously: Seek employee input at all levels of the workforce Ask for their help and truly mean it; follow up with employees Educate its employees on how to provide meaningful input and

constructive help to solve workplace problems and find solutionsto company challenges



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Management must also realize these truths regarding its workforce in today’s workplace

It is strongly recommended that company leadership, as a matter of professionalism and common courtesy, insist that all managers and supervisors encourage employee input, feedback and suggestions; a manager’s performance shoulds be evaluated regarding carrying out this expectation

Some organizations require managers to provide feedback on a regular basis to employees; their job performance is evaluated regarding fulfilling this requirement of their jobs



In order to buttress the success of this change in reviewing employee performance, management must: Be sure to inform/educate staff regarding how the new process can

aid their individual performance as well as aid overall company performance; provide specific examples

Teach management and employees how to use the new platform in order to increase and maintain individual and company performance

Emphasize that the new initiative is less about the employer critiquing the employee but much more about the employer and employee working in partnership to jointly develop the employee’s performance and productivity which will also enhance his/her skill set and benefit company success as well



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Many companies have, purposely and/or inadvertently overlooked a step in their current performance appraisal process that is key to its successThe Key:• Leadership and management must recognize the criticality of providing, on a

regular and “on-going” basis, “feedback loops” to all employees regarding their individual and group job performance and productivity

• These feedback loops are continuous performance updates provided directly to the employee by management, i.e., the employee’s immediate boss

• This continuous feedback must be aligned with the employee’s overall job performance and productivity and company goals; this alignment affects continued employment, promotions, demotions, transfers, layoffs, pay raises, bonuses, etc.

• First and foremost this continuous feedback is provided to the employee by his/her immediate supervisor from a developmental modality. Therefore, the focus is not on critiquing the employee but in developing the employee on an on-going basis



Steps to take to provide feedback nuggets to employees:1. Spend less time worrying about the formal aspects of employee performance

appraisal and more time communicating, in real time, to the employee what you expect of him/her regarding job performance and productivity

2. Relate your expectations of the employee to the articulated company strategies, goals and objectives; emphasize how the employee’s contributions are critical to individual and company success; this seems elementary but oftentimes is not shared with employees; insist on employee feedback to your comments

3. Your communication with the employee should be a mutual dialogue not a monologue where you do all the talking



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Steps to take to provide feedback nuggets to employees:4. Although it can, communication with employees doesn’t have to occur at a set

time or date in your office but can occur when you’re “walking around” and you pull a staff member aside for a short but specific conversation wherein you inform him/her of your observations(s) regarding his/her past, current and future performance; if done properly this scenario is an on-going dialogue between supervisor and staff member

5. Provide specific examples of the results/solutions you expect the employee to achieve; follow up with your concern(s) and interest

6. Use case studies, illustrative stories and parables to give examples of what is expected; i.e., the preparation and execution Seal Team 6 uses to accomplish its missions

Note: In today’s workplace supervisors not only manage they also coach



Steps to take to provide feedback nuggets to employees:

Never, ever forget that all employees are not the same and that some:• Hear what you say• See what you say• Feel what you say

Note: Communicate accordingly



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Communicating accordingly with employees when providing feedback loops

For those employees who primarily hear what you say be specific when discussing with them whether or not they are performing the way you expect them to:

Give examples of their work that you thought was good; everybody loves an “attaboy” every now and then

For work that was not performed well, share with them what was lacking and what needs to be shored up and why; in both cases your approach is from an employee development mode



Communicating accordingly with employees when providing feedback loops

For those employees who primarily see what you say, after you’ve had your short developmental feedback loop talk with them back it up with a short note or email summarizing that discussion bulleting what you thought was well with their job performance

Bullet as well the developmental aspects of their performance, both positive and negative; be specific; you are a manager, not a lawyer – No Legalese!

Don’t forget to mention the “attaboy” if merited



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Communicating accordingly with employees when providing feedback loops For those employees who primarily feel what you say, be sure to use

language in your short performance development conversation that frames the feedback loop from an emotional perspective

For example, “John I feel that you are doing a good job with Assignment A but I also feel that you could do an ever better job if you were to do XYZ as well. The reason I said that is because…………”

Remind these employees, as you would with all employees, that your continuous job performance conversations with them is focused on their development and that you need their feedback. Be very clear that without their feedback there’s little chance for development to occur

Again, don’t forget to mention the “attaboy” if merited



The approaches suggested don’t seem to follow the rule that all employees must be treated the same; won’t we get into trouble for discrimination and/or bias? Can’t employees sue us for disparate treatment? The rule is that all employees must be treated fairly An employer cannot treat all employees the same because all employees

are not the same

When an employer manages its workforce in a fair, equitable and even-handed manner in good faith and in compliance with local, state and federal law rarely will it be deemed culpable

You break no laws when your policies, procedures and past practices comply with the law and when you are able to show consistency and not blind, mindless conformity that ignores real life workplace situations



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Whatever approach you take when providing feedback loops to your subordinate staff there are some actions and activities that are highly recommended. They are: After each performance feedback engagement always, as soon as

possible, take anecdotal notes summarizing the conversation Include the date, time and the name and title of the employee you talked

with Be sure that staff members are aware of the fact that you take and

summarize your continuing feedback conversations; let them know that you do so not from a “gotcha ya” perspective but to ensure that you are able to track their developmental arc

Do not hesitate to refer to your notes when engaging the employee in succeeding performance feedback communication



Feedback Loops:

This approach allows you to have available up-to-date, real time information at any time, throughout the year regarding the employee’s current and past performance and productivity history

This approach also allows both you and the staffer to know almost instantly exactly whether or not s/he is meeting expected performance standards as well as what needs to be worked on to meet those expectations; there are no surprises

With these notes on hand you can easily draw up an Employee Performance Summary (EPS) rather quickly and easily



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Feedback Loops:

Laptops, iPads and Surface tablets and even some smartphones are useful, handy tools to use to store your anecdotal notes; a flash drive is a really safe and good place to store this information long-term

Work with HR and IT folk to develop and maintain a data retrieval system that files and stores your notes; the system should be set up with passwords in which the only eyes able to see the notes are the employee, you and HR

Share with the employee the extreme importance of mutual trust regarding how and why the notes are to be stored and utilized



Feedback Loops & the New Performance Review Approach: By utilizing the aforementioned approach you as a manager have the

information, tools and resources needed to provide an up-to-date review/summary of any and all your staff members at any time during the week, month, quarter or year

There is no question that you and each of your staffers have had on-going developmental dialogue throughout the year

You have provided on-going feedback and insisted on employee input regarding individual and group performance

You have also sought employee opinion(s) regarding workplace/workforce efficiencies and effectiveness



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Feedback Loops & the New Performance Review Approach: You now have a living document with notes identifying what is going well

with the employee’s performance as well as what needs to be added, modified or changed in his/her performance

You have, in essence established , archived and maintained in real time information for use by the employee, you and the company regarding the staff member’s past and current performance and productivity

You have also identified future tasks, assignments and projects to be undertaken in time certain

This information can be used to determine, promotions, projects, assignments, transfers, demotions pay increases, bonuses, layoffs and terminations



Feedback Loops & the New Performance Review Approach: Assuming that you met with each employee ,who reports to you, for a

total of five hours over a 12 month period for 15 minutes you would have met 20 times with each employee

That is more than sufficient time to establish and maintain a feedback loop that continuous ly develops the employee’s performance and productivity

The time to meet with each employee is not a burden on your time but an opportunity to develop, mentor and coach each staff member in the furtherance of their individual performance and productivity

This new Mobile Performance Review (MPR) © process allows you and the company to have real time employee information at any point in a calendar year



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Multi-generational WorkplaceIt has been alluded to in an earlier slide that today’s workplace is comprised of a multi-generational workforce. Although we must not over generalize, each of the generations has some characteristics that are unique to its group. Most of us know that these groups are:

The Traditionalists – Born between 1927 and 1945 Baby Boomers – Born between 1946 and 1964 Generation X – Born between 1965 and the early 80s Generation Y (Millennials) – Born in 1980 or later

It is very important for supervisors and managers to know the characteristics and behaviors of each group in order to best engage, motivate and lead them; this knowledge will also help you in reviewing their respective job performance



The Traditionalists: Also known as the Silent Generation have been characterized as hard workers who consider work a privilege. They grew up during lean, hard times and believe that you earn your own way through hard work. They are willing to put in long, grueling hours to get ahead in their jobs.They are loyal, civic-minded and loyal to the USA. Many, unlike Gen X and Y, have worked for the same employer their entire working career. They are less likely to change jobs in order to advance their careers.Many, but not all, are more tech-challenged than the other generations and may struggle with learning new technology and work processes. Some are a bit reluctant to change their work habitsThey value traditional morals, ethics, safety and security and are more comfortable with conformity, consistency and commitmentFew are comfortable with webinars and on-line education. They are used to top-down chain of command models


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Traditionalists:When “developing”(and not critiquing) individuals in this group remember that those who remain in the workforce are at or past retirement age and many are working reduced hours. Also remember that threatening them with termination, lack of promotion or transfers usually doesn’t work. Many will just quit and retire

Keep in mind that appreciation of their efforts and respect are important to them and that they are used to leadership’s expectations of them. Use this truth when communicating your expectations of their performance and productivity



Traditionalists:Since you know that members of this group are discussing their performance with them to emphasize how and why their individual efforts are valuable to company success; although they may bristle at taking “directions” from younger supervisors, they respect authority and are used to criticism from bosses

Providing feedback and seeking input, regarding their performance, with members of this group will be an unexpected breath of fresh air to them

Remind them that individual and company security are tied to individual and company performance and productivity; if possible provide data



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Traditionalists:Again, ask for their input/opinion on how best a task, assignment and/or project might be better accomplished; ask for specifics; if their suggestion works, give them the credit

If their suggestion and/or opinion is deemed unworkable or not implementable, seek them out as soon as possible to thank them for the input and give reasons why the initiative wasn’t greenlit; to them, this is a sign of respect



Traditionalists:Do not forget that sometimes 60% of a seasoned veteran worker’s contribution may be worth as much or more than 100% of an inexperienced, disinterested, unmotivated employee’s efforts

Help them transition from the hard work ethic to the smart work ethic

More and more employers, large and small, are recognizing the value of the older worker to the workplace and workforce



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Baby Boomers are predominantly in their mid to late 60’s and are well-established in their careers. Many hold positions of power and authority and are reluctant to relinquish either. They constitute a significant segment of today’s workforce. They number nearly 80 million and despite the economic meltdown of 2008 they will soon be exiting the workplace in droves. Many have recouped their losses and are now considering retirement. They’re leaving the workplace at 8,000 per employee per day.This group is extremely hardworking and according to many they are motivated by position, privilege, perks and prestige. They seem to love long work weeks and define themselves by the jobs they hold. Many, in this group, are workaholics who have sacrificed family and friends in pursuit of careersThey believe that Gen X and Y should pay their dues and embrace the culture of overwork in order to get ahead. Some Boomers are highly critical of what they believe to be the younger generation’s lack of commitment to the work ethic and to the workplace



Baby Boomers They are independent, confident and self-reliant. Many grew up in an era of social and business reform and believe that they changed the world. The norm was to question the status quo and challenge authority. A significant number of Boomers relish confrontation and are not hesitant to challenge time-honored and established practicesFew would disagree that this group is goal-oriented. This is due in part to having increased educational and financial opportunities which previous generations did not. Boomers are achievement-oriented entailing dedication to career advancement. They seek challenging and exciting projects and assignments and love when they are able to make a differenceMany members in this group are highly competitive and equate job title, position and compensation with their personal self-worth. They have been described as clever, resourceful and sometimes even brutal in their quest to WIN. They believe in an hierarchal structure and strive mightily to be Top Dogs. Many have a hard time dealing with workplace flexibility trends.They value “face time” with the boss and have difficulty understanding Gen X and Y’s comfort with working remotely



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Baby Boomers When “developing”(and not critiquing) individuals in this group remember that, in the main, this group possesses many admirable and useful qualities that are critical to company success. Not only can individual workers from this group continue to provide quality performance and productivity, they also can serve as role models and mentors to the younger less experienced generations in the workplaceUnderstanding what motivates many members in this group aids you in communicating your expectations of their job performance.The fact that they are goal-oriented, careerists who will not hesitate to challenge authority, the status-quo and engage in confrontation should be viewed as not a bane but a boonPerhaps you might seek their input, approaches, strategies and ways and means to tackle a new project or assignment; use the good characteristics and behaviors of this group to benefit the company



Baby Boomers Many is this group feel that they have not fully realized their potential as illustrated by the fact that to date many weren’t promoted to the positions they believe they should have gotten; this is still a rub and a sore spot for some of themSome are not predisposed to reach out to Gen X and Gen Y co-workers who they see as unworthy competitors; many are not ready to view themselves as mentors or advisors to members of the succeeding generations; they view them as threatsMany are also part of the “sandwich generation” wherein they are not only financially supporting grown kids, they are also supporting aging parents; this can weigh heavily on workplace focus and performanceUnderstanding their individual challenges as well as what motivates many members in this group aids you in communicating your expectations of their job performance; expect pushback when providing feedbackThe fact that they are goal-oriented, careerists who will not hesitate to challenge authority, the status-quo and engage in confrontation should be viewed as not a bane but a boon


� The Williams 33

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Baby Boomers Perhaps you might seek their input, approaches, strategies and ways and means to tackle a new project or assignment; use the good characteristics and behaviors of this group to benefit the companyPerhaps their input could be utilized to correct a current policy and/or process that yields better efficiency and more effectivenessYou might mention, during your continuous performance review dialogue with individual members of this group that notwithstanding the valuable work they are doing, there is a company need for mentoring staff and you believe that they would be good candidates for this undertaking and that you regard this task as a valued part of their performanceVery few companies share with retired and/or soon-to-be retired employees the fact that robust and sustained company health bodes well for them; i.e., a profitable company with a well-educated and trained workforce performing at optimum levels bodes well for the retirement plans of former employeesTake the time to share with members of this goal and achievement-oriented group the fact that by assisting in the development of Gen X and Gen Y employees, they are helping to secure their (retirement) futures; this answers the What’s In It For Me (WIIFM) question.



Generation X includes approximately 44 to 50 million Americans born between 1946 and 1980. This generation exhibits a marked birth decline after the baby boom. This group is significantly smaller in numbers than prior and successive generations. The youngest members of this group are 34 and the oldest are 49 year-old. They are noticeably more ethnically diverse and better educated than the Traditionalists and Baby Boomers. Well over 60% of this group attended collegeMany Gen X members came from two-income families, experienced rising divorce rates and watching their parents experience a faltering economy. There were many “latch-key” kids due to the fact that more women joined the workforce. Consequently, these kids grew up independent, self-reliant and resourcefulThey value responsibility and freedom in the workplace while having a decided disdain for structured hours and authority; they abhor being micro-managed and have an affinity for the “hands-off” management approachA significant number of Gen X members are technologically literate and are inhabitants of a service economy as opposed to a dwindling manufacturing economy



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Generation Xers adopted and adapted to technology. Most grew up with laptops, cellphones, e-mail and the Web. Many seem to be permanently attached to their iPhones, iPads, Facebook and LinkedIn, etc.The 80’s were economic hard times lived and witnessed by Gen Xers who saw their hardworking, workaholic parents lose their well-paying jobs causing many in this group to become less committed to a single employer. They are not committed to any one employer and are comfortable and willing to change jobs in order to get ahead or to be happierGen Xers are amazingly adaptable to change and are much more tolerant of people of different races, alternative lifestyles and women’s emerging place in the workforceThey are eager to learn new skill sets and are quite ambitious as well as entrepreneurial Unlike members from previous generations, Gen Xers work in order to live. They do not live to work; they believe that not only can you have fun outside work, you can also have fun at work Above all else, many in this group, want to accomplish on their own terms



Generation XWhen “developing”(and not critiquing) individuals in this group embrace the fact that many members of this group are ambitious and entrepreneurialYou and your company should consider assigning members from this group to non-traditional projects and assignments of an “intrapreneurial” modality; these entrepreneurial projects are in essence conducted in-houseWhen communicating with employees from this group regarding their individual performance don’t forget that many are comfortable with change and are highly adaptable; challenge them with assignments that cause them to not only think outside the box but to think outside the room as well as outside the building in which the box and room are located Keep in mind your goal as a manager is to achieve results and find solutions; you don’t need to look over the shoulders of members of this group to see what they are doing every minute – your focus is not the pageantry of the game but ultimately your performance goal is the End Game



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Generation XSince you know that many members in this group are not loyal to a particular employer and will leave for better opportunities you, the company and the employee should be questioned as to what would it take for the employer and the company to consider long-term employment;

These days long-term employment is defined as three to five years; this information is quite valuable when determining how deep is the company’s “bench”

This is a question that should be asked of all employees, regardless of generation affiliation, race, gender, culture, etc.



Generation Y is comprised of Americans born in 1980 or later. They are also know as Millennials. Members in this group are now close to their mid-thirties and have been in the workforce nine to ten years. They number 70 million and are the fastest growing segment in today’s workforce. It is next to impossible for employers, seeking talent, to ignore the needs, desires, attitudes and opinions of this large generation

Many in this generation are tech-savvy and most grew up with and rely heavily on technology in both their personal and work lives. Their arsenal includes smartphones, wristphones, laptops, X-boxes and Surface tablets. They communicate with each other and others using FaceTime, GoToMeeting, Google+ and Adobe.

A significant number of Millennials are plugged-in 24-7. They are completely comfortable communicating through, e-mail, text messaging and instant messaging rather than face-to-face contact

As opposed to sitting in a crowded conference or classroom for a lecture-based presentation Gen Y prefers webinars and on-line technology to learn new skills



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Generation Y members are not overly thrilled with fast track opportunities in the workplace. They are quite amenable to trading a high paying job for flexible work schedules and more time off from work. Their priorities are directed toward a better work/life balanceMembers of older generations could easily view this attitude by members of this generation as: selfish and narcissistic; lacking commitment to the job; lack of drive and/or self disciplineMillennials, on the other hand, possess a different view of workplace/workforce expectations and prioritize personal goals and family over workThis view of work does not diminish this group’s quest for achievement; they have been pampered and nurtured by doting parents causing many to be ambitious and confident; others question whether members of this generation possess the experience, insight and wisdom to support their over abundance of confidenceThis group has extremely high expectations of employers and seek out new challenges that don’t necessarily match up with the goals and objectives of their employers



Generation Y members, like Baby Boomers, are not hesitant in questioning authority. They seek what they believe is meaningful work supported by a stiff but timely learning curve.As kids Millennials were encouraged by their parents to participate in team sports; girls participated in team sports in numbers that surpassed girls from older eras. Play groups and other group activities were the norm for this generation. Consequently, teamwork in the workplace is highly valued by this group. The “every kid gets a medal for participation mentality” is what Gen X grew up with. Gen Xers constantly seek affirmation and input from othersBelonging, inclusion and involvement are critical to members of this group, They are loyal and committed to the Group. A significant number of Gen Xers crave attention through feedback, mentoring and guidanceThey need to be kept in the loop and almost demand constant praise and reassurance



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Generation Y When “developing”(and not critiquing) individuals in this group note the fact that they may greatly benefit from mentors (both management and non-management) who can provide guidance and advice that will aid in the development of their careers. These mentors can also help in preparing them to take on the responsibilities left to them by members of the older generations who have retired or left the companyWhen communicating with Gen Y employees regarding their performance remember that it is important to them to be team members who belong and are included and involved. Discuss with them ways and means in which their individual talents can be married to team and company goals and objectivesRemember that they have unusually high expectations of their employers; educate them as to what is real and unreal in the workplace and seek their input for a better or different approach to achieving a successful conclusion to workplace challenges; if their approach works, give them the recognition and/or reward due; if the suggested solution is unworkable let them know why




The Net Generation is also known as Generation Z or the iGeneration: this relatively new generation was born 1995 up to the present. As the children of the youngest Baby Boomers and Generation X, this group has taken the use of technology and the Internet to new heights; the oldest members of this generation are 19 to 20-years old and are either in college or tech school Digital Natives, (also nicknamed) these youngsters have never known life without the internet, DVDs, instant messaging, texts, MP3s, smartphones, iPads, YouTube, or other such technologies

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The Net Generation: Many members of this generation are highly connected. They have had lifelong use of communication and media technology like the World Wide Web, instant messaging, text messaging, MP3 players, smartphones and social media. That is why they are also known as Digital Natives

They are the most diverse of any generation in the U.S.; it has been estimated that 55% are Caucasian, 24% are Hispanic,14% are African-American, 4% are Asian, and 4% are mixed race or other.


The Net Generation: According to marketing firm Frank Magid Associates, this generation exhibits positive feelings about the increasing ethnic diversity in the U.S., and they are more likely than older generations to have social circles that include people from different ethnic groups, races and religions

According to Magid, they are "the least likely to believe that there is such a thing as the American Dream," while Boomers and their Millennial children are "more likely to believe it“

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The Net Generation When “developing”(and not critiquing) individuals in this group note the fact that they probably have a more jaundiced view of life and the workplace Few have full-time jobs as professionals or skilled technicians since they are currently in the process of completing their education; many are seeking internships in the workplaceAn asset to the workplace is their more than casual familiarity with media and technology since they have had lifelong use of these toolsTheir social and professional circles indicate a more open and inclusive approach to diversity and cultural differences


The Net Generation When providing members of this generation with job performance feedback, remember that most are in internships or on-the-job training (OJT) learning how the workplace works and where and how they fit

If properly, mentored, coached and nurtured by management focused on the long-view this uber-diverse generation, with unlimited potential, will be highly sought by employers in today’s and tomorrow’s global economy

Many members of this generation do not yet know how to work or why and how work is successfully accomplished

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DITCHING THE TRADITIONALPERFORMANCE REVIEW OVERVIEW

In closing, when you ditch your company’s traditional performancereview process you should:

Be aware of the fact that studies show that 85% of professional success is related to strong interpersonal skills; your ability to effectively communicate with your diverse subordinates is crucial to their development and company success

Employees feel honored when a manager approaches them privately to tell them that they are doing a great job and asks them for their opinions

Look for opportunities, when discussing employee performance, to celebrate achievement and not for opportunities to eviscerate an employee’s confidence

Be clear with your staff members what you want them to do; which includes critical measures, timelines, etc.

Ensure that you have provided your staff with the information, tools and resources they need to be successful


QUESTIONS & ANSWERS


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[email protected](515) 274-6899

www.The-Williams-Group.com


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ditching the traditional performance reviewditching the traditional performance review presented by:...

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