HR Professional - August/September 2008 - (Page 32)

S T R AT E GY BY RIAZ KHADEM EXPLORING THE FUTURE hink back to the last time you had a conversation with your boss. Did you review numbers and information about what happened last month or did you discuss how to be better next month? Most encounters between managers and direct reports are past-oriented—what result did you achieve? Why were targets not met? Who is to blame? But focusing on the past is often negative and demotivating. The past is gone and, other than learning from it, it has no value. The future holds a promise and therefore demands attention and creativity. T with core values and to improve competency and capacity. Cascading the process Vertical reviews begin at the top, with the CEO clearly outlining priorities and strategies to his direct reports and these goals cascade down to each level within the entire organization. When all managers follow a uniform methodology embedded in this process, the vertical review serves to unify and align the organization with the strategy at the top and assures excellent execution. In these reviews, a small amount of time is spent on past events, with the bulk of it dedicated to the strategy needed to go forward. Value-added process Conducting vertical reviews becomes easier when both parties perceive value in the experience. If the direct report leaves the session more motivated, focused, capable to address issues and conﬁdent than before the session, the vertical review has added value. To ensure high value, managers require training and orientation. Training should address both the methodology for vertical reviews and conversation skills. Effective follow-up of the execution of these commitments from one session to another is one of the key contributing factors to maximizing the value of vertical reviews. Taking advantage of a software tool, such as Outlook, can be helpful because it tracks commitments, reminds respondents of due dates and closes out commitments when completed. Vertical reviews can be applied in any industry and enables managers to delegate effectively and conﬁdently. It will reduce ﬁreﬁghting, improve performance and contribute to bottom-line results by freeing up the managers’ time from handling ongoing issues to spending time on strategic ones. It provides a valuable process to get everyone focused on the future—where it counts. Riaz Khadem, PhD (www.infotrac.com) is an organizational alignment and integration expert. He is the co-author of several books, including One Page Management and the recently published Total Alignment. HR P R OF E S S I ON A L Vertical review Imagine having a focused, future-oriented conversation with your boss each month with an action plan that speciﬁes what you need to do and how you can increase your contribution to the organization. This is a vertical review that covers four topics: • Culture: discuss the congruence of the direct report’s behaviours with the core values of the organization and institute behaviour modiﬁcation plans accordingly. The future holds a promise and therefore demands attention and creativity. • Performance: results produced by the direct report are studied against the manager’s and the business’s goals, and a plan of action for the future reviewed. • Development: create plans to support the enhancement of the employee’s skills to reach high levels of competency. • Miscellaneous: covers all other important issues. These topics address all the issues that emerge within the job from month to month. The purpose of the review is to empower direct reports to become star performers, to align their behaviours ‘‘ ’’ 32 A u g u s t / S e p t e m b e r 2 0 0 8 http://www.infotrac.com

Table of Contents Feed for the Digital Edition of HR Professional - August/September 2008

HR Professional - August/September 2008 Contents Editor's Letter Contributors Leadership Matters Upfront Legal Compensation Human Capital The New Frontier On Message Strategy HR 101 Interview with Annette Veschuren Talent Management Training Work/Life Balance Off the Shelf The Last Word

HR Professional - August/September 2008

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