Truth about GMO

Wouldn't you agree that if you tick all these statements that your company would be organized, productive and profitable than other companies which could not? And do not you agree that these statements would be the natural consequences of a management willingness to meet and review each person the actual performance against agreed that the optimal level, and then support them with every remedial measures? Regardless of the many benefits that I have a company owner, a formal review process. Not because they do not need these benefits, but they could not overcome the discomfort of the process. So let's address how any discomfort.

For companies not, or not, you will get to employee reviews, there are usually two things missing:

1. "pending the review"
2. The motive for the review "

Expectations

The review must be a natural extension of recruitment, training, goal-setting and monitoring processes. reviews should be introduced as a normal activity in the phase of adjustment, during the training should be priorities of the review. The list of targets and monitoring, what happened is then compared with what the review will be required. The result? The review now seems like a logical and necessary feedback tool to close the loop.

Motivation

The leader , the motivation must be to have people walk away from its review, built confidence in your motives, comfortable in their positions, looks forward to the challenge and determined to do the best work they can for the company. your skills People will grow through this process, but more for what could be a powerful economic leader?

The performance review should consist of two equally important steps: preparation for the meeting and the implementation of meeting.

Preparing for review

1. Decide, whether you want to bind the review of compensation, bonuses and /or ermaigte - or if you want to keep them separate. consistently you need in your policy.
2. reference to the employee's file for all the comments (positive and /or negative) during the period reviewed.
3. Optional: Distribute a 360-degree form for each person in the sphere of the employee (colleagues, superiors and subordinates). Request insights in terms of everything that has value in a position that others might see as attitude, skill, speed, skill, accuracy.
4. questions of staff grade in the areas you. enter a form with the outstanding issues.
5. measure of employee's actual performance against your expectations for the position.
6. Go through the job description of the duties and the responsibility for what is good and what should be improved.
7. What training, the candidate will receive, or what professional growth has been observed? Is it at the level of implementation that they could, as she was, or that their training have prepared, should you? identify areas requiring additional attention.
8. Check the goals for the reporting period . determine whether they were satisfied, and if not, why.
9. review their entire career plan and their career goals. If it is on the right track, before or behind schedule? Limitierende identify factors that its operations NET. employees or companies could limitations.

Conducting the review

1. Review graded, as they themselves and a summary of the 360-degree assessments.
2. Reveal Their discoveries made during your preparation for the review.
3. For the areas where further work is needed, ask for their ideas on how to close the gap between expected and actual performance. Add your ideas only if their ideas are of this goal, or can not change to your interests so good.
4. create new goals for the next time. example, the most sensible, the objectives relate to the goals of their department and must be time-sensitive and measurable. Agree on
5. :
   1. If you will progress on its new targets, especially if interim assessments are needed before the next review.
   2. What are the results you are looking for.
   3. If applicable, the special criteria their findings or progress can be measured against. (your career goals are ideal for them. example, they might want to grow in a leadership position.)
   4. What can you and the companies do to help her, goals.

There is no rule how often you should performance reviews, or even that all employees must be at the same intervals. How often should you reviews of how much and how big are the goals you for your employees.

Your call action

How They are useful for the statements that you do not check off the top? It is not so important, this process may not be useful for you. If they are of great importance to your company and competitive remain in your collection and retention of the best talent, and see your company achieve its mission and objectives - it's time to dive in.

"My people are my most valuable asset" is a common sentiment of entrepreneurs. If this really is the case, you will never communicate that much more value than if you invest time and energy to formal reviews.

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