Führungskräfte, haben Sie Probleme mit Leistungsbewertungen?

In my experience, unless your goals are smart, fulfilling them becomes elusive. Your do not have to start with huge goals. Start with realistic reasonable ones, to build and fine-tune your experience. Like a baby start with the little steps, and soon you will be running. Only make an effort to start.

Of course leaders are struggling with performance evaluations because performance evaluations have no place in the working world in 2024. They are a pointless and insulting waste of time. Virtually every major global employer has already sent performance reviews to the dustbin of obscurity where they belong. Use salary surveys to decide what to pay each person on your team. Use bonuses where appropriate and make sure everyone is paid the market rate for their role, or more if warranted. Meet at intervals or as necessary to set goals, review progress and strategize. Skip performance reviews. They serve no purpose and demotivate virtually everyone. Hurrah! We just saved you countless person-hours and millions of brain and heart cells.

Performance evaluations are very important for leaders as they serve as a mean to motivate your team and guide them to their better prospects in their careers. Those leaders who do not have a good knowledge and understanding of their teams struggle with these and depend on grapevine or their so called spies to evaluate their teams suffer and make their teams suffer. A good leader knows his team like his children and uses Performance Evaluations as a tool to motivate and excel his team. There is no other way of doing it better.

As avaliações de desempenho não precisam ser um problema. Para isso, elas devem seguir dois critérios: ser SMART e ter planejamento. Metas SMART têm por característica ser tangíveis, ter informações que sejam mensuráveis e atingíveis, dentro de um período específico. É diferente dizer, por exemplo, que a meta é "aumentar o número de vendas em 2024" e "desenvolver reuniões semanais com as áreas comercial, vendas e marketing, com reportes mensais da evolução de ações, para atingimento de resultado de 5% de aumento de vendas em 2024". E há que ter planejamento. Seja qual for a periodicidade da avaliação, construa um calendário e siga o máximo à risca possível, para que o assunto não se perca nem acumule.

Setting clear performance expectations for employees is the crucial first step in ensuring that performance reviews are fair and motivating. It’s essential that everyone understands how their work and projects align with the business priorities and goals, and the weight they will have in the performance assessment.

Performance evaluations are meaningless... ...unless you're following up and summarizing feedback that you've already given. Don't wait until appraisal time to deliver useful feedback to your team. Make sure feedback is timely and relevant...not delivered 6 months after the behaviour that you're giving feedback on. And the same goes for praise as well as constructive criticism.

I always aspire to have performance evaluations as formalities reflecting a situation in which I as the Team Leader and the colleagues I supervise are already on the same page. To achieve this, I regularly check in with questions like 'do I have anything outstanding to support your work?' and 'is there any direction I gave which is not well understood?' .. to avoid having them struggle to 'perform' rather than work with clarity on the task. I also ask them for any preliminary feedback on tasks they're working on to help redirect if necessary. Just to add that I have an open door policy for all my team members to discuss anything.

In my experience, one way to help the team to grow, including myself, is to apply anonymous 360 performance assessment to all. This way, we will be able to receive fair and honest feedback on our performance and at the same time listen and learn others' expectations on your role. Have a great Sunday everyone!

We have found that regular communication is key! Supervisors meet with those they supervise monthly to touch base about performance, progress towards personal and professional goals, areas for improvement, and to address any questions or concerns employees may have. Nothing is a surprise once it is time to conduct performance reviews and these monthly meetings also remove the need for a lengthy or complicated performance review process. Employees and their supervisors are able to complete brief forms and schedule a meeting for a simple year-end review and celebration of accomplishments.

When organizations prioritize regular communication and feedback loops, performance evaluations will be a natural offshoot. Rather than being an “event” that can catch employees off guard, a performance evaluation can be an empowering tool that summarizes what is largely known already. Constructive feedback around what’s working and what needs improvement can actually build relationship and motivate employees if handled tactfully. Another way to get maximum value out of performance reviews is giving employees space to share their views on management, strategy, and execution. With a two way communication flow, accountability and team spirit improve.

As a leader I would like to say that Use of multiple sources and methods matters a lot for getting expected results. Performance evaluation should including feedback, remark from his or her team members, Managers, peers means 360 performance evolution method. Performance evolution sources should be from internal and external sources to get right result. It should be documents time to time regarding any achievements, or failure stories which helps to analyze performance of a team members.

Management will gravitate always towards checklists because it’s the fastest, easiest way to “be done with the evaluation”. But truthfully, Narratives or Portfolios that require lots of investment from a good supervisor, is a better way to holistically assess someone’s body of work. Narratives provide an opportunity to provide detailed feedback and examples of the employee's strengths and areas for improvement. Portfolios showcase skills, accomplishments, and growth over time. This method allows for a holistic evaluation of an employee's abilities and can be especially valuable when considering promotions or advancements.

As a leader, I recognize the importance of using multiple sources and methods for performance evaluations. In addition to traditional metrics and assessments, I gather feedback from various sources such as peer reviews, self-assessments, and 360-degree evaluations. This comprehensive approach provides a more holistic view of an individual's performance, capturing different perspectives and insights. By incorporating diverse feedback sources, I ensure that evaluations are fair, balanced, and reflective of the individual's contributions and growth areas. This approach also promotes accountability and encourages continuous improvement, ultimately leading to more meaningful and impactful performance evaluations.

Be targeted to cultivate people giving you great results. Talented people born rarely , but you can potentially teach everyone to do everything. Dear leader Your hard work to make young people to believe that they are on the leadership pathway

I have found in past interactions to be able to provide specific examples that involve specific people. I always encourage my team to go back to the source. Hear it from the person who had a positive or a negative interaction or result. Of course this requires some delicacy and finesse and should be used in situations where the person can effectively handle interpersonal relationships.

Feedback should be such that it makes people stronger. TED triangle (THE EMPOWERMENT DYNAMIC) is a way of analyzing mutual behavior to get out of Karpman's triangle of destructive relationships and move from unhealthy roles to awareness. Karpman's destructive relationship triangle has three sides, each of which is the role of people in relationships. (Persecutor), (Victim) and (Rescuer). In the Ted (empowerment) triangle, the roles become (coach), (challenger), and (creator).

Feedback and performance is two sidse of a coin. Where both sides contradict each other, If feedback and performance are timely and accrate to the employees it have immence performance in work and priorities of the individual. The Dynamics of performance & Feedbacks are helpful to have trasnformational shift from Poor Performance, Lack of trust & from Non Performer to Coaching , Empowaring & Reward adn Recognition of individuals. It has immence and positve impact on the individual to perform and grow better. For Example : If I have to develope my team on industry and work skills , I may guide them from my diverse experience to be an accountable to the assogned role and responsibilites like guiding and giving them the right direction.

Leaders facing challenges in performance evaluations should focus on delivering constructive and actionable feedback. Offering specific insights into strengths and areas for improvement empowers individuals to enhance their performance. This approach fosters a positive and growth-oriented mindset, encouraging continuous development within the team. Constructive feedback serves as a valuable tool for improvement, ensuring that evaluations contribute to individual growth and overall team success.

Offering constructive and actionable feedback is a cornerstone of effective leadership. Instead of focusing solely on criticism, provide insights that guide improvement and growth. Be specific about observed behaviors or actions, and offer tangible suggestions for enhancement. This approach not only helps individuals understand areas for development but also empowers them with a clear path to success. Constructive feedback fosters a positive learning environment, promoting a culture where continuous improvement is valued.

As a leader I would suggest that any kind of feedback should be constructive and actionable without any bias. Feedback of performance evaluations plays an important role toward individual or team contributions. Feedback of performance evaluations should be clear, precise and factual which help to improve accordingly. Employees get motivated or disappointed on receiving feedback which impact on his or her overall work performance. Feedback is essential for PE as it effects on overall employees contributions, and affect orbitational profitability and employee productivity.

Don’t lose sight of what you are working on with the person. I check-in during biweekly touch bases and ask the person about the progress they have made on SMART goals, and make actionable next steps.

Do you have your teams best interest at heart? If the answer is an honest yes, the rest is easy— because we treat people we care about with respect, reflexively. When you begin with authenticity the rest takes care of itself.

Tem-se que explicitar a necessidade de manter a periodicidade nos acompanhamentos, pois, como diria Deming: o que não se mede, não se gerencia. Quando não há acompanhamento e melhoria contínua do planejado até o mais perfeito plano de ação vai por água abaixo e todos os esforços antes empregados perdem seu valor frente ao que poderiam ter sido entregues caso houvesse a visão gerencial de um líder.

As a leader, I prioritize follow-up and follow-through in performance evaluations. After providing feedback and setting goals, I ensure ongoing support and guidance to help team members succeed. I schedule regular check-ins to monitor progress, offer assistance, and address any challenges that may arise. By demonstrating my commitment to their development and success through consistent follow-up, I show that I value their growth and am invested in their journey. This approach fosters accountability and trust, ultimately leading to more effective performance evaluations and continued growth within the team.

Implement a 360-degree feedback process to gather insights from multiple perspectives. Encourage employees to provide feedback on each other's performance, fostering a culture of transparency and continuous improvement. For instance, in my previous role, we implemented a 360-degree feedback system where team members anonymously provided feedback on their peers' performance. This not only provided a more holistic view of each employee's strengths and areas for improvement but also promoted collaboration and mutual support within the team.

Leaders, are you finding performance evaluations challenging? As stewards of our teams, it's crucial to navigate this process with clarity and empathy. Let's embrace it as an opportunity for growth, fostering open dialogue and constructive feedback. Together, we'll empower our teams to thrive and achieve their fullest potential.

If you are struggling with performance evaluation then just keep it simple and have three parts to it once you have set goals specific to individuals. First discuss on what went well, then what could have been done better and finally whats the way forward. Clearly discussing this with team members would help them with clarity.

I recognize the complexity of performance evaluations and the need to consider various factors beyond just metrics/assessments. It's essential to take into account individual circumstances, such as personal challenges or external factors that may impact performance. Understanding each team member's unique strengths, preferences, and career aspirations allows for more personalized evaluations and development plans. Moreover, fostering a culture of continuous feedback and learning encourages ongoing improvement and growth, beyond just the formal evaluation process. By considering these additional aspects, I ensure that performance evaluations are comprehensive, fair, and supportive of each team member's professional development journey.

Performance reviews should not be a dreaded experience. They are about collaboration, open discussion and development opportunities. If you have delivered continued feedback, the appraisal or the performance review should not be a surprise to your teammates. Here is the approach I am following to have a positive and engaging conversation: 1. Be prepared If you come prepared, your employee will notice it. 2. Be objective It’s important to find a way to positively challenge your employees. Remember, it’s all about setting them up for success. 3. Focus on their development plan You cannot guarantee that your employees will get a promotion or a raise. Your role is to help them be ready for it. 4. Commit to the plan Put it in writing.

Meiner Ansicht nach, fördert die Betitelung als "Leistungsbewertung" schon eine negative Herangehensweise. Der Mitarbeiter muss leisten. Ich als Führungsperson bewerte diese Leistung. Ich masse mir dadurch an, dass ich alleinig seine Leistung einschätzen kann. Aus meiner Erfahrung bringt eine veränderte Sichtweise auf das Gespräch schon enorme Veränderungen. z.B. in einem "Entwicklungsgespräch" kann der Mitarbeiter dort abgeholt werden wo er ist. Es wird ihm zugehört. Und als Führungspersonen können wir ihn unterstützten, einen Schritt weiterzukommen.