It’s strange. The ‘performance appraisal’, something that is ultimately aimed at improving the standards, capabilities, and productivity of the workforce can, if not done properly, do the exact opposite, leaving staff negative, angry, and disengaged.
This morning, as always, I was listening to ABC Radio Brisbane on my way into work and a school teacher called in to talk about the way in which she appraised her pupils. Much in line with what most people (although unfortunately not all people) now acknowledge as the best way to critique (and improve on) performance without making the person feel stupid, useless, and demotivated, she spoke of their motto ‘Three Keepers and a Polisher’ – i.e. “Here’s three things you’re doing perfectly, great job, please keep doing them, and here’s something I want you to try to improve on”.
So simple and easy to implement and yet so effective!
A bit of a long one but well worth the read – cheers, Sam…
By: Conrad Gottfredson – Learning Solutions Magazine – Aug 2014
When all is said and done—leading, managing, technologizing, big data enabling, training, supporting, and engaging employees—organizational success is fundamentally determined by how well people actually end up performing the day-to-day work of the organization.
The performance zone
Human performance engineer Gloria Gery described the arena where this day-to-day work of the organization takes place as “the performance zone.” More than twenty years ago, she challenged organizations to develop their capacity to enable high-level job performance within this zone. This zone is where “things come together … where people ‘get it,’ where the right things happen, where the employee’s response exactly matches the requirements of the situation … where employees put together all the individual [and collective] dance steps that they have mastered. The dance, the dancers, and the music are one.” (See the References at the end of this article.) Continue reading