In this series of blog posts we are examining process questions that are designed to assist supervisors, managers, mentors, coaches, etc., with an employee performance evaluation process.
Throughout the series, we noted repeatedly that such questions are important because, ongoing employee analysis enhances an employer’s ability to move an organization’s business strategy forward while ensuring the right people get the right development activity at the right time.
We have discussed:
Step One – Evaluating employee knowledge, skills, abilities, and attitudes.
Step Two – Evaluating Inputs.
Step Three – Evaluating Outputs.
Step Four – Evaluating Consequences.
In this final post in the series, we present a handful of questions that can help managers provide effective feedback. According to training and development expert Raymond Noe, “Feedback refers to the information that employees receive while they are performing.” Note the key word “while.” If we provide feedback months after a job is complete, employees may have forgotten where, why, what, when, and how they performed in that past context. “While” denotes “current,” meaning feedback is an ongoing conversation.
Although not an exhaustive list, the following questions can help determine an employer’s response to a job well done:
- Am I meeting and/or exceeding performance standards?
- If training is not the proper developmental solution, is another option available?
- Does the amount of feedback employees are receiving equip them to self-manage personal and professional development more effectively?
- Do we provide feedback only when employees are deficient or are we also looking for employees “doing things right?”
- Does the feedback relate to standards we want employees to meet?
- Is our feedback timely, relevant, accurate, constructive, and specific?
- Are our feedback mechanisms sufficient?
The primary leaders of employee analysis are supervisors, coaches, and mentors. It is critical however, to include Human Resources as part of the employee analysis conversation. Human Resources is an invaluable employee analysis strategic partner.
“Analysis of HR data can indicate areas where training could improve performance. For example, departments or divisions with high turnover, high rates of absenteeism, poor performance or other problems can be tagged. After a thorough analysis, training objectives can be determined and the appropriate training developed. An organizational needs analysis may also deal with employee grievances, customer complaints, quality control issues, accident records, and so on.” (Brown, 2002)
We truly hope this series is of benefit to you and your organization. Please use the comment section below to “keep the conversation going.”
Chief Learning Officer, Strategic Government Resources