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Casual Articles - Using Performance Appraisals to Enhance Employee Performance
However, how does such an embroidery design get onto caps, pullovers or pockets?At the beginning stands the idea of a design, mostly in the form of a company logo together with a slogan. If the idea only exists on paper, the design must be digitized into computer readable data. This takes place e.g. through reading in with a scanner. Then if the motif is available as a file, it must be converted into vector graphics. In this case, individual pixels are no more determining for the design but the lines, which separate a color field. One recognizes vector graphics also by the fact that one is able to enlarge them infinitely without quality loss, because the dividing lines always remain sharp.These vector graphics are loaded into the punch program. The semantics of the word is to be traced back to the procedures before the computerized embroidery program creation where the commands were still pricked by hand in a punch card made of hard paper.The puncher on the software decisively determines the quality of the finished stitch content. Here there are dozens of parameters such as stitch density, stitch direction, stitch distance, stitch pattern and the precedence of stitch work correctly on the motif, the embroidery machine and the textiles to be embroidered. Thus a cap requires a different embroidery program than a leather jacket, even if it concerns one and the same embroidery motif.Not without reason there are companies which have specialized one and only in the production of the embroidery motifs.Then if the embroidery program is ready, it i
When we create goals that are SMART, we can measure them, and track their progress. If goals are soft, not measurable it becomes difficult to progress the plan or give any feedback. So, how do we make them measurable? Measurable is countable, how many, when, who?
Goal Planning
• Goals tie into the company vision and the employees vision.
• Goals Point to an exciting future.
• They are positive, specific, measurable, attainable, relevant and time bounded
Tips for setting goals
* Start with the RESULT in mind.
* Set SMART goals.
* Make it easy to see the next steps.
SMART Goals
SMART Goals have certain attributes that make them measurable. When you can measure the goal you then know if you are attaining it. Goals should be results or outcome oriented and not process oriented.
• Specific:
o Has clear deliverables or results
• Measurable:
o Can be c
How many of you recall having your own piggy bank when you were a child? Even up till today, piggy banks are still a norm among the young, especially among children. Parents use them as a teaching tool to teach children about money and savings.With the traditional piggy bank which comes in many shapes & designs, one will need to deposit some money into it until it becomes full. After that, the amount is usually taken out to be invested and to grow it further.In other words, there is a time delay factor before your piggy bank becomes 'full'. The rate at which you can fill up the piggy bank will depend on how much and how fast you can put money into the said piggy bank. This means it will take longer for you to grow your wealth.The good news and amazing thing is that with the Internet, you can fast forward and overcome the time factor when it comes to growing your wealth.The Internet makes it easy for anyone who wishes to opearate an online business. There are many proven online business models such as affiliate marketing and Google adsense. There are real life stories of entrepreneurs, publishers and business owners who are making a full-time income from Google adsense and affiliate marketing.The online piggy bank model that I am referring to is actually a hybrid of affiliate marketing and Google Adsense, which combines the best of both worlds.With Google Adsense, you will get paid for every advertisement that the user clicks. For the affiliate programs, you will get paid if the person whom you refer makes a purchase. The amount of c
Start with vision:
It’s important to start with vision: the company’s and the employee’s. What is the company vision? The company vision should be compelling and known by staff. When staff don’t know the owner’s vision for the company it is hard for them to help move it forward. Having a clear and compelling vision that employees can buy into provides a foundation for success.
But what drives the individual isn’t the bosses vision, the company’s vision, but their own compelling vision.
• Employees can embrace the company vision but…
• True success comes from within and from personal vision
• Personal vision should be compelling and tie into the company vision • Do you know your employees dreams and visions for their lives and career
Take time to create a vision
If the employee hasn’t thought about their vision, take the time to create a vision with them. Does their vision, their passion tie into the company vision? Can you as the supervisor help the employee to achieve their vision? What if their vision is your job? Well, that’s great. As supervisors, managers and leaders part of our role is mentoring and developing our employees. It’s great to have employees that are motivated to learn and grow. It’s also great to have employees that know your job and can do it competently.
Compelling visions are personal, written in the present tense, as if…they are happening now, and point to an exciting future. Encourage your staff to write their own compelling vision and share it with you.
Our current appraisal framework:
Often the manager talks about issues that the employee didn’t know was coming. Today we are talking about how to reframe the experience for both the employee and the manager. With the manager as a coach and partner committed to the employee’s success the environment can shift. The goal is to reframe the experience, creating a positive, goal oriented environment that thrives on success and enhancing performance. In working with many groups of people solving problems, when they focused on what was going well and built upon it they were more successful than when they worked on what the problems were that they were having and what they needed to improve. In focusing on solutions, they ultimately identified the things that needed improvement as well.
It’s important to recognize your feelings about performance appraisals and to imagine the employee’s perspective.
• History of being an uncomfortable experience
• Reframe the experience & create a positive, goal oriented environment that thrives on success, enhancing performance
• An opportunity to tune into the person and find out what is going on with them
• Create a plan for the upcoming year
• Most individuals (most employees) want to be successful
Use Coaching Skills to develop success and excellence Where are we at now? After you have created a compelling vision, find out where we are at right now, using five key coaching questions you can quickly get to where the employee is at. In these questions you have the opportunity to create powerful positive energy, find out what the gaps are and what the resources needed are. In talking about what would be ideal you are also focusing a bit back on the vision, but you are also pointing in the direction that you need to go– so how do we get there?
• When meeting with a staff member:
* Be present
* Tune into them and tune out everything else
* See their greatness
• Use Five Coaching Questions:
* What’s going right?
* What makes it right?
* What is it that would be ideal
* What’s not quite right yet?
* What resources do you need?
As the supervisor, I see my role as one of supporting my staff so that they can do their job, I’m their coach, their success partner and the person that is helping to get them the resources they need to do their job. As the director of an outdoor center, my job was to get the clients there, but it was also to make sure that our resources were there for the client, we had the infrastructure we needed to provide the service– the ropes course, trained staff, food for meals…..
Create a plan for excellent performance
You, the supervisor become the partner or the coach – coaching for success. In creating a plan focused on success for the employee, the manager begins to shift the paradigm to one of employee and coach/partner. As supervisors, our role is build successful teams and we have to have successful team members in order to do that. If we focus on creating success we are more likely to create it. Focus on the positive, the solutions. What’s going right, how do we create more of it? In working with teams I have found that when I focus on what they are doing well and how we do more of it – we build on our success.
When we create goals that are SMART, we can measure them, and track their progress. If goals are soft, not measurable it becomes difficult to progress the plan or give any feedback. So, how do we make them measurable? Measurable is countable, how many, when, who?
Goal Planning
• Goals tie into the company vision and the employees vision.
• Goals Point to an exciting future.
• They are positive, specific, measurable, attainable, relevant and time bounded
Tips for setting goals
* Start with the RESULT in mind.
* Set SMART goals.
* Make it easy to see the next steps.
SMART Goals
SMART Goals have certain attributes that make them measurable. When you can measure the goal you then know if you are attaining it. Goals should be results or outcome oriented and not process oriented.
• Specific:
o Has clear deliverables or results
• Measurable:
o Can be c
If you own a franchise or are considering one, often arbitration levels the playing field for the franchisee in a dispute with a big and powerful franchisor. Recently, I was contacted by a franchisee who had bought a franchise from a company Franchisor, whose Founder was the President of the IFA International Franchise Association.His dispute did not seem to be viable in his favor and indeed he himself felt that he had no chance against the bigger franchisor. He assumed that the arbitration clause would prevent him from winning his case. Actually, it could very well help him and let me tell you why. In litigation he would run out of money completely.Indeed in court, I would tend to agree that a former IFA President would be a tough case, especially considering the access to incredible fire power and the best of breed attorneys in that industry sector and unfortunately this really puts the question back on him, as in what did you do Wrong? His story like all stories is a one-sided story and therefore who can say how many defaults of the franchise agreement he had? If his case is a strong one then arbitration could help him immensely.In litigation he would be out spent and after his failed franchise he has no money to hire or retain that level of fire-power and even if he did the damages awarded; if in fact they were owed could barely pay for the lawyers. Who would win in that case? The lawyers; he would be better to call in Caesar in that case and eliminate both sides before it started. Consider all this in 2006.
Take time to create a vision
If the employee hasn’t thought about their vision, take the time to create a vision with them. Does their vision, their passion tie into the company vision? Can you as the supervisor help the employee to achieve their vision? What if their vision is your job? Well, that’s great. As supervisors, managers and leaders part of our role is mentoring and developing our employees. It’s great to have employees that are motivated to learn and grow. It’s also great to have employees that know your job and can do it competently.
Compelling visions are personal, written in the present tense, as if…they are happening now, and point to an exciting future. Encourage your staff to write their own compelling vision and share it with you.
Our current appraisal framework:
Often the manager talks about issues that the employee didn’t know was coming. Today we are talking about how to reframe the experience for both the employee and the manager. With the manager as a coach and partner committed to the employee’s success the environment can shift. The goal is to reframe the experience, creating a positive, goal oriented environment that thrives on success and enhancing performance. In working with many groups of people solving problems, when they focused on what was going well and built upon it they were more successful than when they worked on what the problems were that they were having and what they needed to improve. In focusing on solutions, they ultimately identified the things that needed improvement as well.
It’s important to recognize your feelings about performance appraisals and to imagine the employee’s perspective.
• History of being an uncomfortable experience
• Reframe the experience & create a positive, goal oriented environment that thrives on success, enhancing performance
• An opportunity to tune into the person and find out what is going on with them
• Create a plan for the upcoming year
• Most individuals (most employees) want to be successful
Use Coaching Skills to develop success and excellence Where are we at now? After you have created a compelling vision, find out where we are at right now, using five key coaching questions you can quickly get to where the employee is at. In these questions you have the opportunity to create powerful positive energy, find out what the gaps are and what the resources needed are. In talking about what would be ideal you are also focusing a bit back on the vision, but you are also pointing in the direction that you need to go– so how do we get there?
• When meeting with a staff member:
* Be present
* Tune into them and tune out everything else
* See their greatness
• Use Five Coaching Questions:
* What’s going right?
* What makes it right?
* What is it that would be ideal
* What’s not quite right yet?
* What resources do you need?
As the supervisor, I see my role as one of supporting my staff so that they can do their job, I’m their coach, their success partner and the person that is helping to get them the resources they need to do their job. As the director of an outdoor center, my job was to get the clients there, but it was also to make sure that our resources were there for the client, we had the infrastructure we needed to provide the service– the ropes course, trained staff, food for meals…..
Create a plan for excellent performance
You, the supervisor become the partner or the coach – coaching for success. In creating a plan focused on success for the employee, the manager begins to shift the paradigm to one of employee and coach/partner. As supervisors, our role is build successful teams and we have to have successful team members in order to do that. If we focus on creating success we are more likely to create it. Focus on the positive, the solutions. What’s going right, how do we create more of it? In working with teams I have found that when I focus on what they are doing well and how we do more of it – we build on our success.
When we create goals that are SMART, we can measure them, and track their progress. If goals are soft, not measurable it becomes difficult to progress the plan or give any feedback. So, how do we make them measurable? Measurable is countable, how many, when, who?
Goal Planning
• Goals tie into the company vision and the employees vision.
• Goals Point to an exciting future.
• They are positive, specific, measurable, attainable, relevant and time bounded
Tips for setting goals
* Start with the RESULT in mind.
* Set SMART goals.
* Make it easy to see the next steps.
SMART Goals
SMART Goals have certain attributes that make them measurable. When you can measure the goal you then know if you are attaining it. Goals should be results or outcome oriented and not process oriented.
• Specific:
o Has clear deliverables or results
• Measurable:
o Can be c
Falsified resumes are common, since anyone applying for a job, especially when there could be a lot of competition, will be tempted to exaggerate their experience or qualifications. Sometimes that temptation is just too much because most jobs worth having these days get hundreds of applicants.Employers don’t actually need to receive hundreds of applications, since it the perception or belief that this is the case that triggers someone to be less than completely truthful, and there have been some high profile cases. Kenneth Lonchar, CFO and executive vice president of Veritas Software lost his job when it was discovered that he did not hold an MBA from Stanford as claimed in his resume. Many people are guilty of lesser exaggerations.However, there is a world of difference between exaggeration and falsification which could be used in terms of length of employment to cover a period of imprisonment, for example. Falsifies resumes can be ferreted out by means of effective employment and criminal background checks.It is frequently possible to cover up a poor criminal record by moving from state to state, since there is no effective national criminal records system. The only way to carry out a reasonably accurate comprehensive criminal background check is to check out the individual county court records. Some counties send their records to a state database, but not all, so a particular individual can only be properly screened if the records in each county of residence are examined.If that individual has submitted a falsified resume, it will be difficu
It’s important to recognize your feelings about performance appraisals and to imagine the employee’s perspective.
• History of being an uncomfortable experience
• Reframe the experience & create a positive, goal oriented environment that thrives on success, enhancing performance
• An opportunity to tune into the person and find out what is going on with them
• Create a plan for the upcoming year
• Most individuals (most employees) want to be successful
Use Coaching Skills to develop success and excellence Where are we at now? After you have created a compelling vision, find out where we are at right now, using five key coaching questions you can quickly get to where the employee is at. In these questions you have the opportunity to create powerful positive energy, find out what the gaps are and what the resources needed are. In talking about what would be ideal you are also focusing a bit back on the vision, but you are also pointing in the direction that you need to go– so how do we get there?
• When meeting with a staff member:
* Be present
* Tune into them and tune out everything else
* See their greatness
• Use Five Coaching Questions:
* What’s going right?
* What makes it right?
* What is it that would be ideal
* What’s not quite right yet?
* What resources do you need?
As the supervisor, I see my role as one of supporting my staff so that they can do their job, I’m their coach, their success partner and the person that is helping to get them the resources they need to do their job. As the director of an outdoor center, my job was to get the clients there, but it was also to make sure that our resources were there for the client, we had the infrastructure we needed to provide the service– the ropes course, trained staff, food for meals…..
Create a plan for excellent performance
You, the supervisor become the partner or the coach – coaching for success. In creating a plan focused on success for the employee, the manager begins to shift the paradigm to one of employee and coach/partner. As supervisors, our role is build successful teams and we have to have successful team members in order to do that. If we focus on creating success we are more likely to create it. Focus on the positive, the solutions. What’s going right, how do we create more of it? In working with teams I have found that when I focus on what they are doing well and how we do more of it – we build on our success.
When we create goals that are SMART, we can measure them, and track their progress. If goals are soft, not measurable it becomes difficult to progress the plan or give any feedback. So, how do we make them measurable? Measurable is countable, how many, when, who?
Goal Planning
• Goals tie into the company vision and the employees vision.
• Goals Point to an exciting future.
• They are positive, specific, measurable, attainable, relevant and time bounded
Tips for setting goals
* Start with the RESULT in mind.
* Set SMART goals.
* Make it easy to see the next steps.
SMART Goals
SMART Goals have certain attributes that make them measurable. When you can measure the goal you then know if you are attaining it. Goals should be results or outcome oriented and not process oriented.
• Specific:
o Has clear deliverables or results
• Measurable:
o Can be c
The age of Indian MNC’s is here. This is one of major outcome of India’s integration with global economy. The main cause of success of Indian companies is our ability to strike global roots. As an individual, we have long tradition of striking roots across the globe. Mr Aditya Birla of Aditya birla group first looked beyond India 30 years ago. Now as the globalization picked, company started getting 30% turnover from overseas. Company plans to increase up to 40%, by the end of decade. According to the company the underlying reason behind this is, if you want leadership in any segment, then you should have global presence in it. Tata is the second group company, which has seen these potential. Tata has recently done lot of global acquisitions.Indian companies have realized this, but still a long distance is needed to be traveled. For achieving this Indian company require global mindset. They have to choose, whether they want to be truly MNC or Indian company working abroad. To get success abroad they have to work on the strategy of act local and work global. They should be able to adjust into the other countries environments. A true MNC is not only spread over global geographies, but it is the mindset to set the examples of global attitude, without letting go their roots. The second things companies employ should understand and respect the local habits and cultures. Companies should take into consideration these entire things while giving judgment for employee’s merit or performance. The third challenge is to establish brand equity abroad. It is difficult to recruit t
• When meeting with a staff member:
* Be present
* Tune into them and tune out everything else
* See their greatness
• Use Five Coaching Questions:
* What’s going right?
* What makes it right?
* What is it that would be ideal
* What’s not quite right yet?
* What resources do you need?
As the supervisor, I see my role as one of supporting my staff so that they can do their job, I’m their coach, their success partner and the person that is helping to get them the resources they need to do their job. As the director of an outdoor center, my job was to get the clients there, but it was also to make sure that our resources were there for the client, we had the infrastructure we needed to provide the service– the ropes course, trained staff, food for meals…..
Create a plan for excellent performance
You, the supervisor become the partner or the coach – coaching for success. In creating a plan focused on success for the employee, the manager begins to shift the paradigm to one of employee and coach/partner. As supervisors, our role is build successful teams and we have to have successful team members in order to do that. If we focus on creating success we are more likely to create it. Focus on the positive, the solutions. What’s going right, how do we create more of it? In working with teams I have found that when I focus on what they are doing well and how we do more of it – we build on our success.
When we create goals that are SMART, we can measure them, and track their progress. If goals are soft, not measurable it becomes difficult to progress the plan or give any feedback. So, how do we make them measurable? Measurable is countable, how many, when, who?
Goal Planning
• Goals tie into the company vision and the employees vision.
• Goals Point to an exciting future.
• They are positive, specific, measurable, attainable, relevant and time bounded
Tips for setting goals
* Start with the RESULT in mind.
* Set SMART goals.
* Make it easy to see the next steps.
SMART Goals
SMART Goals have certain attributes that make them measurable. When you can measure the goal you then know if you are attaining it. Goals should be results or outcome oriented and not process oriented.
• Specific:
o Has clear deliverables or results
• Measurable:
o Can be c
Employee growth and development is a challenge that every employer who is about to open a dollar store will face. Who do you develop? What tools and resources do you have to conduct the employee development? Where will the funding for training and development come from? Which employee(s) does not get that same growth opportunity as others?Let’s start by stating that employee development is important to your company. As employees grow, they are able to contribute at higher levels to the company. When you open a dollar store you will find that employee training and development also contributes to all employees feeling recognized and challenged. Employees will have a greater sense of pride in the work that they perform.Training and development can take many forms. It can include learning more technical aspects of jobs currently being performed, cross-training employees to handle tasks and duties that are currently being performed by others, as well as training employees to handle newly added tasks and duties. It can include formal training, such as college coursework, seminars, online training programs, and others. When you open a dollar store it is up to you how much training and development to offer. It is also up to you to determine when to offer growth opportunities.The bottom line is that when you open a dollar store a well-thought-out plan for the training and development of your employees will positively contribute to the contributions that an employee can make as well as to the retention of employees. Every employee should have a training and devel
When we create goals that are SMART, we can measure them, and track their progress. If goals are soft, not measurable it becomes difficult to progress the plan or give any feedback. So, how do we make them measurable? Measurable is countable, how many, when, who?
Goal Planning
• Goals tie into the company vision and the employees vision.
• Goals Point to an exciting future.
• They are positive, specific, measurable, attainable, relevant and time bounded
Tips for setting goals
* Start with the RESULT in mind.
* Set SMART goals.
* Make it easy to see the next steps.
SMART Goals
SMART Goals have certain attributes that make them measurable. When you can measure the goal you then know if you are attaining it. Goals should be results or outcome oriented and not process oriented.
• Specific:
o Has clear deliverables or results
• Measurable:
o Can be counted: how many? How much? Who?
• Attainable:
o Can be attained at least 80%
• Relevant:
o Important to the people you serve, your future viability and relevant to your vision and values.
• Time-Bounded:
o Think big, but it’s a 12 month plan, an annual plan.
For example: My partner works for a yacht club, maintaining their fleet of boats, so he might have a goal of refurbishing 3 boats this winter, including hull, topsides, interior and undersides.
Another example could be: A sales staff might have a sales goal such as increasing personal sales by 20% during the year.
Or Hire 4 new staff.
Annual goals are typically big. It’s important to break them down into smaller steps. Refurbishing three sailboats is big, 1 boat per month over the course of the winter becomes more manageable.
But the sales goal – can also be the foundation for creating a plan to accomplish the goal. How are you going to accomplish it?
• Certain number of cold calls
• A systematic follow-up plan for each lead
• Direct mail, advertising – what are the specifics that are going to create the success?
Build in Accountability
Building in accountability in your annual success plans is the key to success. How many performance appraisals have you had or have you done, that didn’t get looked at until the next year?
You need to meet with people regularly and reviewing the goals. It’s unfair to come at a staff person at the end of the year and say you didn’t accomplish what we outlined in your plan. Yes, you can accomplish some things just by writing down the goal, but the level of accomplishment is usually lower than what we want in our companies.
• The key to success is building in accountability through regular meetings, weekly or monthly
• We often fall short on keeping a plan alive
• Regular meetings that keep focus on the plan and keep it moving forward.
• Celebrate success, write down accomplishments, build on success
Monthly accountability Meet with staff at least monthly and review the plan. Bringing out the plan and talking about it, keeps it alive. If it is never mentioned it gives staff the impression that it wasn’t that important and they don’t need to work on the goals outlined. Remember the goals outlined are focused on creating better results for the company. You want that. Focus on the plan. At the monthly meeting spend time to:
• Review the vision
• Review the accomplishments (What’s going right?)
• Review the goals
• Score each goal – give it a percentage 60%; 85%
• When a goal is falling short use coaching skills to help figure out what the problem is and how to change it.
• Does the leadership need to shift to provide more supervision, training, direction?
You are looking for success of at least 80%. If the person is in their own way, do they need to make a shift in their feelings, beliefs, paradigm, to move forward and get themselves out of the way. Are they choosing not to make the necessary shift. It’s an opportunity to talk about choices that we make. We each operate from a place of personal responsibility. We are responsible for ourselves, our actions.
• Measurable goals can be scored
• Score the goals each month
• If the goal is below 80% talk about what’s in the way? Is the individual in their own way?
• Go back to the five coaching questions:
Create a partnership
The monthly review of the PLAN gives you the opportunity to really check-in with staff and support them in developing success. It also prevents the annual performance review dread. They know you are invested in their success as well as that of the company. This is powerful. It develops you as a leader and partner of the staff member and lets you know where the focus needs to be. It also creates a regular stream of communication-both ways that can only improve results. Use the five coaching questions:
• What’s going right?
• What makes it right?
• What’s the ideal, the vision?
• What’s not quite right now?
• What are the resources needed?
Coach them to succeed.
Handling Poor Performance
I believe that coaching skills can help you as a supervisor create better success. When there is poor performance the coaching questions give you an opportunity to build success. But you have also built a framework for having real conversations. We are all adults, and we each have personal responsibility and make choices about our behavior. If you do you discipline or progressive discipline in your organization you need to have a clear policy on it and employees need to be informed of the policy. They also need to know the expectations and job responsibilities. And with that foundation believe you can have real conversations about their behavior and choices and the position it puts you in. Your behavior as a supervisor is a consequence of their behavior.
I’ve had this conversation with staff in a union shop, in a supervisory session that involved poor performance. It wen
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