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The annual performance review can be a stressful experience for both managers and employees in this video I'll talk about some best practices to make the annual performance review a productive fruitful and enjoyable experience hello i'm stephen goldberg of optimist performance bringing you practical tips and ideas on leadership teamwork and personal productivity in the workplace if you haven't already subscribed to my channel please do so and put a thumbs-up at the end if you liked this video i've often spoken to managers and employees alike who say they dread the experience of going through the annual performance review and for good reasons and often it's because employees don't know what to expect and managers have not done what they need to do during the year to prepare for that annual review many companies such as Deloitte assaulter and even Microsoft have done away with the annual performance review as they found that it is not contributed to the overall productivity of the organization and of the employee so what to do instead what I recommend and this is in line with my recommendation to take on a coaching style of leadership is to meet with the employee regularly to give feedback and that's different than just patting them on the back from time to time and giving positive or negative feedback it's actually a coaching session where you get to sit down with the employee and talk about how they're doing in their job what is being done well what are their goals and objectives doing a review of what you've established perhaps at the beginning of the year in the annual review now some companies have certain criteria to go through during an annual performance review so if they have it's even more important to meet regularly with the employee to discuss those criteria and try and align it with the expectations of the job now sometimes annual performance reviews contain very general criteria on which to evaluate the employee so that's great but you also want to make it personalized if you don't already have criteria established I don't suggest going out and finding a template with already made criteria I mean there are those that exist and they're contained in free software's free surveys that the employee can complete and you can complete and then you can compare notes but I suggest making it more personalized and one way to do that is to start with a role description a job description and I have a video that or a few videos actually that walk you through how to write a role description and I'll put a link to that in the description of this video and at the top of the screen you see the little eye icon you can click on that and go right to that video and there's also a link in the description to the form that I've created the the template to write a role description I.


What do you think of the corporate annual performance review process?
Most employees believe that their annual performance review is a tool whose purpose is to communicate (their immediate supervisor's perception of) their actual near-past performance in order to help them know what to improve upon, so they can become a better employee in the future (help the company) and maximize their salary increases and promotion opportunities (help themselves).In reality, the annual performance review is an accurate assessment of performance only if you’re receiving a “failing” grade. If you’re receiving a “passing” grade, it's purpose is to modulate your expectations about the near-future salary increase that management has already decided upon, based on (a) their (real) evaluation of your work performance (that you will never see), (b) the demand for your skills in the marketplace, and (c) your likely mobility (how easy it is for you to pick up and go anywhere for work). i.e., They try to pay you in praise or excuses (as a substitute for money) as much as possible.Companies have many reasons -- mostly financial, some legal -- not to give you an honest & complete appraisal of your skills & performance. Don't be discouraged (more on this later).Ask the average worker to draw a graph of how performance review grades track actual work performances and they will produce something like . . . .The alert reader notices that this looks like a linear, quasi-analog mapping of one variable onto another. And, since -- as you will learn from experience, if you didn’t already learn in school -- very, very few things in the real world are linear, you should be deeply suspicious of this graph.The first change that's needed stems from the recognition that real-world organizations use a finite number of grades to assess their employees, so a more realistic graph resembles the transfer function of an analog-to-digital converter . . . .For purposes of illustrating this quantization effect on the Y-axis, we’ll use the grading scheme of a large defense contractor we once worked for . . . .What else looks unusual about the grade vs. performance graph just shown? Those transitions between grades look too perfect, and since the real world is far from perfect, we need to add uncertainty/noise/jitter to the transition steps as shown . . . .Does this now represent a "real world performance review"? Not even close. This is due to three sad truths:Most managers in the corporate world aren’t skilled enough to accurately assess an individual’s performance, let alone do so for large numbers of their subordinates.It is not cost-effective to the organization to put that much effort into doing so even if managers had the skill. Statistical evaluation of large groups works just as well while consuming less time & money from management's overhead. “But that's not fair. I should be treated like an individual!” Wake up and smell the cappuccino: we are all binned into categories within categories based on various criteria, some of which seem important and some of which seem superficial. "Profiling" and "stereotyping" may be verbally demonized in academia & mass media, but the existence of Google, Facebook, and a $90B/year advertising industry is all predicated on their use, because they work (not so much in predicting the behavior of specific individuals, but in predicting the behavior of large groups). You lie somewhere on a myriad of statistical distributions. The people who manipulate us know this and use it.Performance reviews are about minimizing salary increases, not improving the employee (that's the employee's responsibility).Management’s first job in any performance review process is to bin employees into one of two coarse categories:The Rid Themselves Of employees will all get the I (failing) grade. They are being encouraged to remove themselves from the payroll without the company having to fire them or lay them off, both of which carry risks of legal action (wrongful termination lawsuits), bad press, and harm to the morale of remaining employees. “This (low grade on your performance review) is a warning shot across your bow. Get lost. Leave this company (to protect your dignity or employment record), or find a new job within it (working for managers who are more forgiving), before we have to show you the door.”The situation is more complicated for the Retain employee. Here, the company seeks to assign the optimum F/E/M (passing) grade that will encourage this employee toavoid looking for employment elsewhereyet (also) accept the smallest possible salary increasewhile (possibly) also avoid seeking promotions (another kind of salary increase)Here are some of the input variables that factor into which F/E/M performance grade will be assigned to each of the Retain employees:The employee’s Actual Performance (however imperfectly management measures that). i.e., what we naively thought the performance review was ALL aboutHow much industry Demand there is for this employee’s skills.How much Potential this employee appears to have. Generally only applies to those with less than 5 to 10 years of work experience. After that incubation period, most managers (correctly) believe that you've settled into the 'final product' of who you were going to become. Not that you can't learn anything new, but that such growth will be small and very non-revolutionary: Your fundamental personality, intelligence, ambition, capacity to work quickly and accurately, ability to sweep away the trivial and focus on the crucial, etc., etc., are very unlikely to change. i.e., A 29-year-old Wally Cox is never going to become a 31-year-old Steve Jobs. Not in the space of two years. Not if he lives to 100.Age. Older employees are perceived as being less train-able, less adapt-able, more set in their ways.Where this employee appears to sit on the Confidence Spectrum (1 = riddled with self-doubt, 10 = arrogance).Are there signs that this employee has Dropped Anchor In This Company? The longer you’ve been with your current employer, the more your Sell-Yourself-In-An-Interview muscles have atrophied, and the less confident you will be that you can jump ship to a new company. Most worker bees have no awareness of this phenomena until they're too old to do anything about it. This is why it's important to move to a new company every 4-7 years, even if you're "happy" at your current company.Are there signs that this employee has Dropped Anchor In The Local Community? How locked into the local job market is he? The more self-restricted your employment options are (“I will not / cannot move outside a ___ mile radius from my current residence”), the more your current employer has you over a barrel. . . . . Mortgages? . . . . Spouse? Ex-spouses pulling alimony from your monthly nut? . . . . Kids? Number? Ages? Private ($$$) or Public K-12 or university? Any remotely billeted (with ex-spouses), that must be visited/hosted periodically? . . . . Expensive Hobbies? i.e., boats, mistresses, gambling . . . . Endemic Hobbies? i.e., surfers don’t leave Southern California . . . . Do parents and/or siblings (employee's or spouse's) reside locally? i.e., emotional ties, support network, etc., . . . . Did employee go to college locally? i.e., deep friendships, homecoming/nostalgia, miscellaneous hand-jods for local alumni (I once knew two middle-aged, male, sports-fanatic UCLA graduates who would sooner give away their first-born children than to relinquish their volunteer jobs of holding & moving the yard-markers at home football games), etc.,This Dropped Anchor In The Local Community bullet might sound like I'm making the case for remaining single (fewer anchors). While that might be useful for getting higher raises, being single might also make you more vulnerable to layoffs. Why? Single adults going hungry due to being laid off is a sad story. But tales of families going hungry because dad got laid off can destroy the brand of the company and faith in Capitalism in general. i.e., All other things being equal, the single guy might get better raises, but the married guy is more immune to downsizing (companies know that kids are future consumers, future voters, future soldiers to protect the nation, future employment-seekers who help keep labor costs low, etc., etc.,).These factors make the assignment of passing (F/E/M) grades to the Retain employees a highly non-linear exercise that appears to be random with respect to actual performance:i.e., You can be average at your job, but if your skills are in short supply in the employment market, you can get an excellent rating. You can be outstanding at your job, but if your company knows you've got lots of local anchors, you can get a mediocre rating.We can already hear the young reader thinking “Holy crap! This is horribly unjust. What’s the point of working hard if we’re just Pavlovian dogs in a corporate parlor game?” Fear not.Good news #1. Armed with this information, you can take steps to keep the company from knowing more about you than is strategically in your best interest:Avoid water cooler conversation. Or at least consciously steer it clear of your anchors. Keep it on company news or outside-world news / sports / entertainment.Be as vague as possible if/when you are asked explicitly what you do with your non-work time (evenings, weekends, vacation time, sick leave, etc.,). Don't tell anyone anything that could give them clues about your anchors. This may seem standoffish & unfriendly, but personal information is potential ammunition that management can use to your disadvantage.When filling out company paperwork, write Proprietary or NTKB (need to know basis) on any fields that ask for data that you don’t want to give out. If corporations and governments can have secret information, then why can’t you?Good news #2. If you work in a large company, the sample size of your peers can be so large that it’s unavoidable that you will get a good qualitative sense of what the true talent distribution looks like, and where you fall on it. There’s no place to hide (nor should there be).Good news #3. You don’t need anyone’s words (written or verbal) to get useful feedback. The best gauge of your talent is other people’s actions:How in demand you are for new projects.How often people seek out your help (even when you’re not officially assigned to their current team).How often you get invited to design reviews, peer reviews, tiger-team meetings, etc.,How often you get invited to lunch. If you suck at your job, nobody wants to spend their precious free time with you -- even if you're a social butterfly with the wit of Noel Coward -- because they will be afraid of being thought to suck (guilt-by-association).Before future performance reviews, consider handing your managers a document that spells out your expectations, and tell them that you prefer NOT to be told what your “performance grade” is unless they can supply the specific data you need to really improve. An example follows.If this company wants me to take their Performance Review seriously, here are the 3 things I expect to receive in addition to my “grade”:1. The histogram of what the distribution of grades is in our group, department, section, center, division, and the company as a whole. Context matters.2. A list of names of the people in our immediate group/department/section who are getting F and E grades. How are we supposed to improve if management doesn’t show us what the Gold Standards are?3. An itemized list of detailed characteristics that management looks for in an employee (fitting my job description/category/type), and my grade for each:You do NOT need to be confrontational toward your management. You just want to communicate to them that you are prepared and will not be fooled by the Hidden Goals Of Their Existing Performance Review Scheme.
How can you routinely review your outsourced employee’s performance?
Set clear KPIs, weekly milestones, certain quality standards to follow.It’s usually a combination of:Time frames split into weekly sprints or the like.Conventions, quality requirements, other documentation/guidelines to ensure the right process is followed.Specific goals to be achieved with the job (whenever applicable).If your remote worker is failing, it’s either a loosely defined process or the wrong fit.But in any case, the only way to conduct a performance improvement plan (or whatever you’d call a warning followed by a trial run), you need the right metrics to ensure that everything is running smoothly.With our dev team, we have coding standards and technical docs for most stuff, along with sprint tasks with estimates. We also share project-specific estimates, i.e. monthly traffic, database volume, concurrent users. Delaying tasks or producing poor quality systematically is discussed and can serve as a reason for termination.The marketing team has certain KPIs. Writers have a weekly average of article/word count to follow, though it’s mostly a monthly direction (since some guides may be longer, require more research, use external quotes etc.) There are certain writing guidelines including image sources, formatting, internal link building.QAs are gauged based on problems found across a set of TestRail tests and other checklists for testing across different browsers and OS. If developers (or even clients) find a couple issues missed by QA, it’s becoming a problem.It’s not always trivial but that’s how it works for the most part. With remote teams specifically, you’ll likely need to ensure crisp communication. Many companies use time trackers for that or even screen recorders to double check in case of doubts.
How does Netflix measure employee performance?
It doesn't. Netflix does not have performance reviews, nor performance improvement plans or anything remotely related to measuring employee performance. Netflix defines itself as a "high performance culture", which means that everyone is expected to perform great, so there is no need to measure. Compensation is decided according to market value, not performance. And, because there are no titles, there are no promotions that need to be justified according to employee performance.Read more in Netflix Culture.Other related answers:Xavier Amatriain's answer to Does the Netflix work culture create a culture of fear amongst its employees?
How can employees get the most out of their performance reviews?
Well, companies with a systematic, well-thought performance review process always have highly productive, motivated and dedicated workforce. Keep in mind a few tips that can make anxiety-ridden performance reviews into motivating, positive process.- Start the conversation on a positive note to keep the conversation light- Always praise subordinates for the good work and efforts- Understand challenges that your team member faced during goals achievement- Prconstructive feedback in a way that motivates the person on the other side- Explain how their performance impacted team and the organization- Create a performance improvement plan and guide employees, if necessary- Offer training and development opportunities to fill skill gap- As a manager or team lead, ask employees about ways in which you can extend a helping hand- Align employees• development programs with their career goals to keep them motivatingA lot more can be done when it comes to performance reviews. It is an ongoing process that helps employees to learn, improve and grow. Look at the infographic here
How does Airbnb handle employee performance reviews?
One of the data scientists at Airbnb gave a talk about how they measure and try to improve their review system at our conference last year. Can you really trust Airbnb reviews?
How is employee performance reviewed at Nestle?
A great ready to use template that I used at my company you can find at this location:Employee Performance Review Template (EPR) [1]example.It contains everything you need. 8 pages with all the key elements often used at a review.Small tip. If you want $1 discount, try to use the following code at checkout: BEN35 Maybe it still works ,)Footnotes[1] Premium Employee Performance Review Template (EPR)
How often does Google employees get performance reviews?
OKR (Objectives and Key Results) is a strategic goal setting approach that Google has been using since 1999, and it’s also what allowed them to take their company to the size of 40 employees to 40,000. OKRs were introduced to Google by John Doerr - it is the basis in Google's performance-management process: How Google Uses OKRs for Achieving Superior ResultsHere are some other advantages that OKRs present for Google:Drive focus and create alignment so all efforts support company-level goalsIncrease transparency because everyone gets a line of sight into individual and team goalsEncourage discipline because every contributor plays a distinct role in contributing to larger company objectivesCreate easy and effective ways to measure progressOKRs usually set quarterly or along a similar timeframe, and in order to track success, they must be “as measured by” something. Here is also the official Google• guide on goal setting using OKRs: re:Work - Guide: Set goals with OKRs
Musicians: How many songs do you think you'd need to perform to fill out a two-hour gig?
A two-hour gig? That's 120 minutes of on stage performance or setup inclusion? I'll go with stage time, and also assume you've negotiated appropriate setup, and such.Another assumption is genre. I'll assume it's pop structured (as most radio friendly music is these days), so average song time would be roughly 3 and a half minutes…give or take.You're looking at roughly 30 songs. Thats…over 2 hours. Now, that's a rough estimate, as song times vary, etc.Oh, but wait. You'll need to include breaks, for “personnel” i.e. the band members. Normally, the drummer will need the longest break, followed by others. The drummer is using all four limbs continuously, so…they need them.If you're headlining, and depending on what you've negotiated, you might not be allotted “dead air”, so someone's staying on stage on breaks. Usually, that means at least a guitar player and/or the singer. Maybe not a long guitar solo, but…maybe an acoustic filler/singalong for the crowd. Plus, in between banter, there's that too (paring that down was always a plus for us back in the day)So, practice 30ish and get them flawless, because you're only going to need 20ish. Why 30ish? Because…more is good for flexibility. Always. Plus, it allows you to keep your set list semi-”fresh”, while only putting in a little extra work.setlist.fm - the setlist wiki is a good resource for structuring a setlist in a professional way (I wish it was around during the “trial and error” days.)
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