STEPS FOR TRAINING

LEADERS TO EXCEED AT

PERFORMANCE APPRAISALS

Guide to setting personal goals, business objectives, better performance, improved

relationships, and leadership skills.

Debbie Cooper June 29, 2011

TABLE OF CONTENTS1. Setting personal goals2. Defining business objectives3. Better performance4. Improved relationships5. Leadership skills6. Performance Evaluations-Effective

Supervisory Leadership

SETTING PERSONAL GOALS

Professional Development 1. Continuing Education2. Course certificates in Ethical Practices

Obtaining membership to professional organizations

Obtaining certifications for your professional field

DEFINING BUSINESS OBJECTIVES

Living Company Values Know company processes and promote

ethical practices in accordance with the organization’s Code of Conduct

Earn trust by keeping promises, showing accountability, sending consistent messages to others, and following up with appropriate actions.

Engages in open and transparent communication with coworkers to further teamwork and common goals.

DEFINING BUSINESS OBJECTIVES (CONTINUED)Articulating and Promoting Strategic Direction Shows commitment to the business strategy and

objectives by aligning his/her actions with departmental goals.

Consistently prioritizes activities aligned with his/her department’s goals and specific objectives.

When necessary, reminds his/her colleagues of the important of the department’s business objectives.

“A performance appraisal system links achievements at all levels of the organization with corporate, business, and unit’s objectives.”

AllExperts.com (2009, March 1). The Ten Steps in Developing an Effective Performance Appraisal approach. Retrieved June 29, 2011, from http://en.allexperts.com/q/Hiring-Employees-2132/2009/3/Performance-Appraisal-system.htm

DEFINING BUSINESS OBJECTIVES (CONTINUED)

Applying business Acumen Demonstrate curiosity and understanding of

customer needs as well as economic, financial, and industry data, by seeking out knowledge and discussing it with others.

When receiving conflicting information, asks probing questions to evaluate the accuracy, underlying assumptions and reliability of each source and set of information.

Uses economic, financial, and industry data, combined with knowledge of customer needs, to help support planning and decision-making.

DEFINING BUSINESS OBJECTIVES (CONTINUED)

Driving Execution Is receptive to new ideas, accepts

challenging goals, and recognizes the necessity of change to improve service performance.

Contributes actively to finding fast and creative solutions to the challenges presented to the teams.

Asks exploratory questions and works jointly with team members to solve problems.

BETTER PERFORMANCEStriving for Excellence

Identifies tasks or procedures that could be streamlined and challenges others on the team to do the same.

Consistently raises the bar for achievement by trying to meet difficult standards, assuming new responsibilities, and/or practicing new skills beyond the scope of his/her present job.

Openly seeks new knowledge, and creatively applies new learning to improve processes and performance.

BETTER PERFORMANCE (CONTINUED)

Acting Upon Opportunities for Change and Innovation

Approaches problems with confidence, curiosity, and an open mind, views them as challenges to be overcome rather than insurmountable obstacles.

Uses creativity and demonstrates innovative thinking when providing ways to improve current practice.

Acts upon opportunities for innovation by rapidly identifying and keeping new initiatives that work, while discarding those that do not.

BETTER PERFORMANCE (CONTINUED)

Demonstrating Commitment to Sustainability. Understands which stakeholders his/her work

impacts, and systematically takes their needs and expectations into account when making decisions.

Prioritizes courses of action that provide the highest value to the customer and other stakeholders, by considering different points of view when making decisions or suggesting innovations.

Asks questions about the long-term viability of innovations and participates in discussions regarding innovations’ contribution to maintaining a positive equilibrium with regard to three dimensions: people (social aspect), plant (environmental aspects), and profit (economic aspect).

BETTER PERFORMANCE (CONTINUED)

Building Organizational Talent Leverages and builds on his/her strengths

to improve both personal and team performance.

Takes responsibility for achieving learning goals.

Seeks feedback from his/her manager on a continual basis and uses this as a basis for improvement.

“High performers are results oriented (goals, metrics, etc.) but also the behavior that generates the results.”

LeadersBeacon.com (2010, November 8). 4 Steps to Effective Performance Management. Retrieved June 29, 2011, from http://www.leadersbeacon.com/4-steps-to-effective-performance-management/

BETTER PERFORMANCE (CONTINUED)

Using Technical/Functional Expertise Accesses technical/functional

information as required, pertaining to his/her role.

Analyzes technical problems and proposes solutions to enhance his/her job performance, work efficiency, and/or safety.

Accepts changes to procedures and processes and applies them.

BETTER PERFORMANCE (CONTINUED)

Being Dedicates to EH&S (Safety) First Understands and complies with EH&S

guiding principles as an essential part of his/her operational activities.

Engages in open and transparent communication with co-workers to achieve greater understanding of environmental, health and safety issues.

Immediately reports any challenges or breaches related to EH&S guiding principles.

IMPROVED RELATIONSHIPS

Fostering Teamwork Shares information with his/her team members in a

transparent manner and supports opinions with concrete and precise facts.

Contributes to achieving team goals by clearly articulating his/her views, by actively listening to others, and by respecting and abiding by team decisions.

Demonstrates thinking ability by acquiring knowledge and ideas outside of traditional internal channels and structures.

“A well thought out performance appraisal system, clear expectations, reviews that inspire, and action plans are critical to the individual’s and organization’s success.”

Performance-Appraisals.org (n.d.). Four Steps to Better Performance Reviews By Linda Henman. Retrieved June 29, 2011, from http://performance-appraisals.org/experts/4steps.htm

LEADERSHIP SKILLSLeading Employees

Raise concerns and issues that go against what he/she believes is right so that they can be openly discussed.

Personally addresses issues instead of waiting for others to do so.

Invites and listens to others’ points-of-view and, where possible, works cooperatively when making plans, developing solutions to problems or working to achieve goals.

LEADERSHIP SKILLS (CONTINUED)

Successful Mastery of Competencies Performance fully meets the adjectives and

key areas of responsibility. Show the expected mastery of leadership

competencies. Perform in an effective and professional

manner. Make significant positive contributions daily

and attain department goals. Employees who perform well in their present

job will have potential for further promotion.

LEADERSHIP SKILLS (CONTINUED)

“Helping them develop the skills and then holding them accountable for applying those skills in practice” is important to effective performance management.

ManagementTraining.biz (n.d.). Management Training: Management Skills Training-5 Steps to Effective Performance Management. Retrieved June 29, 2011, from http://www.managementtraining.biz/management_training_5-Steps-to-Effective-Performance-Management.

PERFORMANCE EVALUATIONS- EFFECTIVE

SUPERVISORY LEADERSHIP Being successful is a powerful

motivational force. It is intrinsically linked to performance, values, behavior, expectations, standards, goals, integrity, and the trust that forms strong foundations of any company.

“Accountability for both performance and values can occur only after expectations for both are clear and agreed to.” Thus, perfecting superior results from performance evaluations is a strategic management tool! The Ken Blanchard Companies (2010). Creating a High Performance, Values-Aligned Culture. Retrieved June 29,

2011, from https://ecampus.wvu.edu/webct/urw/lc970284459011.tp0/cobaltMainFrame.dowebct

WORKS CITED LeadersBeacon.com (2010, November 8). 4 Steps to Effective Performance

Management. Retrieved June 29, 2011, from http://www.leadersbeacon.com/4-steps-to-effective-performance-management/

Performance-Appraisals.org (n.d.). Four Steps to Better Performance Reviews By Linda Henman. Retrieved June 29, 2011, from http://performanceappraisals.org/experts/4steps.htm

ManagementTraining.biz (n.d.). Management Training: Management Skills Training-5 Steps to Effective Performance Management. Retrieved June 29, 2011, from http://www.managementtraining.biz/management_training_5-Steps-to-Effective-Performance-Management.html

AllExperts.com (2009, March 1). The Ten Steps in Developing an Effective Performance Appraisal approach. Retrieved June 29, 2011, from http://en.allexperts.com/q/Hiring-Employees-2132/2009/3/Performance-Appraisal-system.htm

The Ken Blanchard Companies (2010). Creating a High Performance, Values-Aligned Culture. Retrieved June 29, 2011, from https://ecampus.wvu.edu/webct/urw/lc970284459011.tp0/cobaltMainFrame.dowebct