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Video instructions and help with filling out and completing Sample employee comments on performance review examples

Instructions and Help about Sample employee comments on performance review examples

All right welcome to the Wiley manager crash course where we try to give you bit of a sneak peek into the topic we discussed during the full length version of the show and this week's podcast Bob we talked everybody's favorite time of year the performance appraisal yes nothing is more universally hated than performance appraisal so we thought we'd take a crack at that performance appraisals in taxes yep all right so uh let us have it well I mean I guess the first thing is you do need to take these things seriously not only because your HR people make you but really because when they're done well they can actually drive performance ahead so as painful as they are an awful lot of organization is an awful lot of the time if you do them well they can actually be an important leadership tool to help you push the performance of your people in your group along all right cool and that we had during the full length version shared four different I guess tactics key actions with respect to performance appraisals right so the four things ours is the first one is form the foundation what I mean by that is is that you you can't hire on one criteria and then assess people in another right so again you need to have a common standard by with competencies and attitudes required and experience required and all these things that that are consistent between how you hire somebody how you assess somebody how you develop somebody and how you promote somebody alright so again you need to have that foundation in place oftentimes in organizations we go into and people will see things on their performance appraisal for the first time right that they've never been told that they were actually responsible for right so we can't do this so we have to have a good system a good format in place okay okay second one would be make performance feedback or performance appraisals part of an ongoing feedback process so again if people are showing up and being surprised on their performance appraisals you're doing them wrong okay you need to be offering people feedback on a timely and regular basis and then all those you know all these little interim things that might happen every week or every other week throughout the year make almond eight in an annual performance review but nevertheless you need to be giving people feedback more than once per year don't wait don't wait get me back now all right third the third key action would be is is it make performance appraisals future-oriented right so there's nothing that makes people hate these things more than it feeling a lot like a report card in grade 3 yeah so a way what you can avoid this is is again is to say okay well let's take a look at the next year coming up in some organizations.


How do I get a good sample of people, only from specific cities like Los Angeles, New York, or San Diego, to vote on my online poll or fill out my short survey online?
What about posting in their local Craigslist?
How can I frame the data if I want to run a regression and find out why people do or do not post comments on gourmet reviews?
The first step is to do some exploratory analysis. Figure out some factors that you believe influence whether or not someone comments, and see if theres any patterns that seem related to comment frequency. You also need to figure out what question you want to ask, determining if a person will comment (binary, yes/no) could be very different than looking at how frequently they comment. For example, theres may be a lot of people who comment once and never return, do you include these as commentors? Their motivation is probably different than people who post regularly, so that might affect how you chose to group them.
Should I send out free samples to people to get their honest opinion about a body care product that I want to sell for input on how they like the product, and to use the reviews on my website to help increase buyers confidence in the product.
I know that’s the classic approach. I personally have never been a fan of it and here is why. When you give the product away for free, the consumer doesn’t really value it. So when they give you a positive review, you can’t ever be sure about it because you have no clue if they really liked the product or if they are just saying nice things about it because you gave them something for free. Even if they have to pay a small amount, get them to put a little skin in the game. That way the feedback you’ll get is real, which is what you want. You want to know if your product has an issue and the earlier you know the better. The last thing you want is to put out a product under the false pretense that it’s good only to find out it wasn’t and consumers hate it.
What does “be the ROI” mean to you? For example if your manager told you to “be the ROI” during a performance review, how would you feel? And vice versa if your employee told you to “be the ROI” then what would that mean to you as a leader?
First off, Google has no hits for it, so it’s not a trendy buzzphrase you need to learn.The phrase “Be the ROI” first makes me think of Covey’s “Begin with the end in mind.” To me it means to take ownership of your job, to treat it like it’s your company, and any real owner will always have a mind toward the Return on Investment the business is getting for their investment (your salary.) Once you get good at that, remember the ROI of every verb you do.The guy who coined the phrase “cost center” has since said he doesn’t use it anymore, because everyone should see themselves and should be seen as a profit center. Like they said in band, the third clarinet, who only serves by sitting and waiting, is still just as important as the first chair. You don’t get that in 7th grade, but hopefully you do now.When I was in MBA school, we were told that we’d be competing everywhere against old-school consultants from the good ol• days who all used the rule of thumb of always providing 10x as much return as they asked for. If they charged you $50,000 to help you pivot your firm, they internally expected themselves and each other to demonstrate a $500,000 increase in your revenue—no matter what you hired them for.Ever hire a salesman? If you have, I don’t even have to finish this thought. Many great salesmen have been raised that as long as they’re bringing in money, they’re teflon. It surprises you the first time you hire someone who then says “oh, I don’t do meetings” and walks away, asking your receptionist on the way out to be reimbursed for their time attending their own job interview. But if they get those contracts signed, you roll your eyes and write the check. Because those who “be their ROI” are immune. Whether they become brats is irrelevant.So I personally don’t consider “Be the ROI” a red flag or even bad advice. It may be symptomatic, but bosses telling me to act like I owned the place really set me on the right course—it kept me from ever waiting for anyone else to do something that needed to be done or saying “if they’re not doing X, they deserve what they get.” No, I just handled it. Now I’m more likely to say “the cows have gotta• be milked” than “that’s an unreasonable request.” If it’s truly unreasonable, put the fire out and then complain later. You don’t have to feel guilty saying No to things that don’t push the ball forward, but that only works when you know what the ball is, and you don’t know that if you don’t consider the ROI—not the just financial Return any more than just the financial Investment, just the Return, whatever it is. Make sure everything you do is pushing the ball forward.Now as COO of a law firm that’s filed things with the Supreme Court and successfully played ball with basically every corporation you can name, I’ll admit that it struck me as odd and naive when I was first hired and someone, as friendly advice, said to me “first, just try to pay your salary from billings, then you’ll have all the people on your side who see you as a cost center.” It’s good advice. It only struck me as odd because no one had used my ROI as a threat in a long, long time. We were “supposed to be above that” because of our white-collar rank, right? But I quickly realized that attorneys work soo much that even at the echelons many still track their hours to the minute, so they simply don’t know that those who are coming in from tangential verticals haven’t seen that since we were hourly employees. :)But however they phrase it, the logic is still sound. Consider your ROI. If your ROI is positive, even by a penny, you will always be safe. If it is negative, you’ll always feel like a fraud. Even if you’re in a career that truly might be a cost-center—say a safety officer or in-house counsel—you still need to find a way to appreciate yourself (and present yourself) as someone who the company would be significantly less profitable without.
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