adapted thoughts

I am sitting at another library on campus since they are short staffed and I am flexible and I’m fine with that. It makes it difficult to get some specific projects done, do I am indulging in reading blogs and I found something that I may appropriate for doing staff training and evaluations.Maybe not, but I wanted to get my thoughts down while they are fresh, otherwise they will evaporate.

From yet another post in the Harvard Business Review blog network by Eric Mosley is about crowdsourcing performance reviews which I thought was pretty interesting on its own. I pulled this list out of it to remind myself of things I want to consider when doing self-performance reviews.

  1. Capture achievements throughout the year. With social recognition, individual and team achievements and successes are captured at the moment they happen throughout the year. Employees better understand what performance is desired on an on-going basis while managers can see first-hand an employee’s true performance, behaviors and influence.
  2. Widen the input circle beyond a single point of failure. By leveraging feedback from across the organization, managers can expand the singular viewpoint of traditional performance reviews to include positive feedback from co-workers and peers alike. These ongoing reviews provide a more accurate collection for how individuals are performing within teams and across departments.
  3. Use inspiration, not obligation. Social recognition is the epitome of effective reviews: they’re truly inspired, not forced by antiquated performance review processes. When peers give reviews of each other via recognition, it’s due to the strong performance they witness. It’s a purer performance evaluation and not diluted by a check-box mindset.
  4. Expand accountability for reputations and careers. By incorporating feedback from peers across the company, you lessen errors for how an employee’s performance and career is judged and nurtured. For most companies, the performance review is an anchor for documentation. By rounding it out with recognition, you are creating a more complete assessment around employees’ reputation and work performance.
  5. Empower employees to create a performance mosaic. With relationships and workflows extending beyond immediate teams and divisions, management and HR can create a performance mosaic to appraise true company performance. This social graph of the true performance of individuals and teams develops as employees and peers recognize one another.

 

 

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