Performance Tips
Provide Frequent Feedback That Has an Impact
Make your feedback have the impact it deserves by delivering it in the most positive way possible. Choose the right, time and place to give an individual feedback on his/her performance. Have facts ready. Always mention the pros and cons of the task/incident. Use the sandwich approach- always say any negative points in between good ones, to avoid defensive reactions. Always follow up on feedback provided, and applaud obvious positive developments that are a result of feedback. And, make sure your feedback is consistent and frequent.
Receive Feedback with Grace and Dignity
Interested in hearing about how others view your work? Make it easy for them to tell you. If they think you'll appreciatively consider their feedback, you'll get lots more. And, don’t forget to let people know how you made use of their feedback to fix that nagging problem you had, or to improve one of the processes within your department. People will be more willing to give constructive feedback to someone who actually uses it.
Communicate Expectations
Telling your team what you want them to do is not being “bossy or disrespectful.” Rather, it is giving each employee a chance to perform well. Take things a step further: make sure they know how important a task/project they are working on is, and how their work will be evaluated (to avoid any unpleasant surprises).
Taking Disciplinary Action
Giving verbal or written warnings should not be personal. Their related discussions should focus on the behavior/incident, and not on the person. Before giving a disciplinary action you should make sure that the employee is aware of the company policies and procedures, and that you have ALL the facts for all parties concerned. Take your time in deciding whether or not to enforce disciplinary action…if you decide to go ahead stic to the decision; you don’t want to give the wrong message to your team.
Fair Performance Evaluation
Evaluation should be based on behavior, and should measure performance against the objectives that have been previously communicated to the employees. There should be no surprises. You can like an employee as a person and still criticize his/her performance. Likewise, you can dislike a person and compliment his/her performance.