| We all "Talk the Talk". We understand that we | | | | eleven documents informal performance |
| must introduce accountability into the organization | | | | discussions to guide you in completing the formal |
| if we have any hope of achieving our objectives. | | | | annual review. If you don't do this, burn your |
| Yet, many companies struggle, some unknowingly, | | | | annual reviews. They are worthless. |
| with this concept for many different reasons. | | | | 3. Do not accept incompetence, don't give free |
| Long term employees can become complacent, | | | | passes. It can become cancerous and effect the |
| competencies can be limited, a free pass is | | | | entire organization. It is rare that you ever |
| sometimes given for a variety of reasons and | | | | terminate and employee and other employees |
| the "Peter Principle" is still alive and in existence | | | | wonder what took you so long. |
| today; Promoting people beyond their ability to | | | | 4. Practice and train supervisors on coaching and |
| perform. That's not to say that many employees, | | | | mentoring. Document all performance discussions. |
| often the majority, understand the concept and | | | | When an employee is struggling, do everything in |
| want to be held accountable. But, what about | | | | your power to help them including additional or |
| those that don't? | | | | remedial training. Don't neglect using probationary |
| Here are some simple concepts that may help | | | | status as a tool to make sure the employee |
| you "Walk the Walk". | | | | knows you are serious and provides an |
| 1. Make sure you have clearly defined job | | | | opportunity for them to turn things around but |
| descriptions and put performance expectations in | | | | with a timeline of patience defined. |
| writing with measurable goals. | | | | 5. Make sure you have a good new employee |
| 2. Demand that every supervisor invest a | | | | orientation program. Consider having a new |
| minimum of thirty minute a month discussing job | | | | employee sponsor for each new employee for a |
| performance with every one of their direct | | | | 60 to 90 day period. Compensate this champion. |
| reports. Record this informal discussion on a 4 X | | | | 6. As a leader, you must demonstrate by |
| 6 card and put it in a file. When it comes time for | | | | example a low tolerance for mediocrity. |
| the annual performance review, you now have | | | | |