TM - May 2008 - (Page 25) formance evaluation is it gives the employee the opportunity to tell the employer what they need from a development perspective.” This type of collaborative review process should not be exclusive to a certain workforce population. Every individual in a company needs to be thoroughly and frequently evaluated. “Every single person in this world has this need to know how they’re doing,” said Dianne Durkin, president and founder of Loyalty Factor LLC, a training and consulting firm. “It doesn’t matter if it’s a janitor versus a senior vice president. It gives people who are on the lower ranks a sense of pride. Before you know it, you have a receptionist who then turns out to be a director in the company.” For employees to progress professionally, evaluations should have performance goals. These goals should be well-defined and customized to the individual, but they also need to align with the company’s overall mission. “You have the firm vision, departmental goals that roll up to it, and then when every person can see the role [they] play [and] how that contributes to the overall success of the firm, that’s when it gets meaningful,” Anthony explained. Dealing with a bad review is a whole other ballpark, and this is where clear-cut goals become especially important. “It shouldn’t look like everything’s Pollyanna,” Anthony said. “We would not be where we are today [if we didn’t set] the bar so people know where they need to be. It’s not a surprise to them. They know when they’re failing if they’re failing, and we don’t wait a year to talk about that. “Work with them. [Ask], ‘Why is this? Are you just not getting it? Is this not what you want to be doing in your life?’ We’ve actually counseled people out of our profession because they just weren’t cut out for it. If it’s not working for the firm, it’s not working for the team member. We owe it to them to go ahead and say, ‘This isn’t working.’” The Stigma Some companies don’t perform employee evaluations or they have evaluations that hark back to the old sitcoms where the review is a manager-driven assessment. This kind of evaluation can be a huge turnoff for new-school employees and negatively impact their attitudes and performance. Stereotypes have given employee evaluations a bad reputation in the corporate realm, and companies should provide a feedback-friendly environment to move away from that stigma. EVALUATIONS continued on page 51 FOCUS ON THE LEARNER. Get training that will help you Learning is the key to getting the most talent out of your employees. That’s why experts, not actors, lead our instruction. That’s why we build every course according to proven instructional design methods that facilitate real learning. Oh, by the way, we know how important it is to track and report, so we provide those tools too! Find out just how different a learning experience with LearnKey can be by watching free demos, or sign up for a free 30-day evaluation. Read case studies to see why those who use LearnKey won’t go back to “LMS junk food learning” ever again! GO TO: www.learnkey.com/ focus Learn From the Experts!™ 1.800.865.0165 www.learnkey.com/focus http://www.learnkey.com/focus http://www.learnkey.com/focus http://www.learnkey.com/focus http://www.learnkey.com/focus http://www.learnkey.com/focus http://www.learnkey.com/focus http://www.learnkey.com/focus
Table of Contents Feed for the Digital Edition of TM - May 2008 Talent Management - May 2008 Editor's Letter Contents Human Performance Leading Edge Learning Connections Make the Connection: Effective Employee Evaluations Vacation: The Benefit Many Employees Don't Take The Four Pillars of Managing Performance Transform Talent With Deeper Skill Specialization Mentoring's Role in Succession Planning Graybar: Supporting a Long-Term View of Talent Management American Diabetes Association: On a Mission to Improve Employee Health Taking the Talent Pulse: What Drives High Potentials? American Systems Employees Earn a Piece of the Pie Advertisers’ Index Editorial Resources Full Potential TM - May 2008 TM - May 2008 - (Page Intro) TM - May 2008 - Talent Management - May 2008 (Page Cover1) TM - May 2008 - Talent Management - May 2008 (Page Cover2) TM - May 2008 - Talent Management - May 2008 (Page 1) TM - May 2008 - Talent Management - May 2008 (Page 2) TM - May 2008 - Talent Management - May 2008 (Page 3) TM - May 2008 - Editor's Letter (Page 4) TM - May 2008 - Editor's Letter (Page 5) TM - May 2008 - Contents (Page 6) TM - May 2008 - Contents (Page 7) TM - May 2008 - Contents (Page 8) TM - May 2008 - Contents (Page 9) TM - May 2008 - Human Performance (Page 10) TM - May 2008 - Human Performance (Page 11) TM - May 2008 - Leading Edge (Page 12) TM - May 2008 - Leading Edge (Page 13) TM - May 2008 - Learning Connections (Page 14) TM - May 2008 - Learning Connections (Page 15) TM - May 2008 - Learning Connections (Page 16) TM - May 2008 - Learning Connections (Page 17) TM - May 2008 - Learning Connections (Page 18) TM - May 2008 - Learning Connections (Page 19) TM - May 2008 - Learning Connections (Page 20) TM - May 2008 - Learning Connections (Page 21) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 22) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 23) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 24) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 25) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 26) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 27) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 28) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 29) TM - May 2008 - The Four Pillars of Managing Performance (Page 30) TM - May 2008 - The Four Pillars of Managing Performance (Page 31) TM - May 2008 - The Four Pillars of Managing Performance (Page 32) TM - May 2008 - The Four Pillars of Managing Performance (Page 33) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 34) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 35) TM - May 2008 - Mentoring's Role in Succession Planning (Page 36) TM - May 2008 - Mentoring's Role in Succession Planning (Page 37) TM - May 2008 - Mentoring's Role in Succession Planning (Page 38) TM - May 2008 - Mentoring's Role in Succession Planning (Page 39) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 40) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 41) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 42) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 43) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 44) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 45) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 46) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 47) TM - May 2008 - American Systems Employees Earn a Piece of the Pie (Page 48) TM - May 2008 - Editorial Resources (Page 49) TM - May 2008 - Editorial Resources (Page 50) TM - May 2008 - Editorial Resources (Page 51) TM - May 2008 - Editorial Resources (Page 52) TM - May 2008 - Editorial Resources (Page Cover3) TM - May 2008 - Editorial Resources (Page Cover4)
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