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Welcome this is H Autoworks president Don Finn and today I'm going to answer the question how do you do a performance evaluation self-evaluation and a lot of companies have moved towards this today where they ask you to self evaluate and then a manager responds to that and one of the things I teach about performance management is getting very clear about what the company wants you to focus on being very good at you know is a question I ask everybody would you write down the three things that you think are the most important things you do every day and then if I have asked the manager to write those same three things down I bet you those two lists won't match so the first place is getting clear about what it is that you're supposed to be focusing on what did they hired you to do what would they consider to be the three most important things you do every day because that's where you want to focus your efforts then the second question is how would you know if you're doing any of those three things or five things or how many you want to list how do you know if you're doing those things well without having to ask your boss without the boss having to tell you because until you can have those two conversations where do you want me focus and how what are my benchmarks it's very difficult for anybody to evaluate anything including you doing a self-evaluation now assuming you've got those things down being honest about things say look this is what I think I'm doing very well this is where I have some challenges maybe because I don't have the training I need I'm not clear about what you want out of me maybe I'm just a round peg in a square hole I'd rather focus twice my efforts over here none of my efforts over here so when you do the self-evaluation be honest be responsible as I say play above the line don't point fingers at any place else just focus on what you can do better and the last thing about it is be prepared for some judgment back be some prepared for people challenging you on it don't play victim on the situation it's a dialogue if you've got good management they want you to succeed come into the self-evaluation process with that idea and you'll do a great job of self performance evaluations take care you.


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 effective are self-evaluations for improving employee efficiency?
It really depends on managers• willingness to make the most out of it, and the emphasis put on performance reviews when it comes to company culture.One main issue when it comes to self-evaluation is employees lack of willingness to fill in the report, mostly due to onboarding difficulties. I think this case study is a great example of increase in efficiency due to successful onboarding.Here’s a nice article about the importance of self-evaluation: The Importance of Self Evaluation
What are the best self-discipline tips?
Don’t eat that piece of chocolate cake.Don’t hit ‘snooze• when your alarm sounds at 6:00 a.m.Don’t buy those new pair of shoes when you still carry credit card debt.Don’t send that text message at 3:00 in the morning to that person who just broke your heart.Every single day, we’re challenged to practice restraint - self-discipline - when temptation inevitably presents itself. So how do we stay the course? Well, that depends on...you. And your interpretation of the following three things.Do more of what you like. Sounds simple, right? But, alas, it’s true. It’s easier to wake up early and go for a five mile run before work if exercising makes you calm, happy and fulfilled. It’s easier to sit down and write for three hours after your 9-to-5 job if your passionate about honing your craft. It’s easier to attend networking events if you enjoy making small talk with strangers. If you find that you’re struggling to muster up the motivation to complete a task, consider it a sign that you probably don’t value the experience as much as you think.Understand your triggers. As much as we try, we aren’t robots. Part of being alive involves being predisposed to certain triggers - words, places, people, sounds, smells - and recognizing when they will most likely arise. Once we can anticipate them, we can start building healthy responses to them. This won’t eliminate our emotions - which is in some ways unavoidable - but it can manage our actions following exposure.Reverse engineer by first establishing your values. It’s much easier to train yourself to perform a certain task or sustain a particular habit if the action reinforces a core value. Dig deep. What’s important to you? For example, I value tolerance so every day I read one editorial that presents a view that opposes mine. Another example: I value using my privilege in service of others so I work at a legal aid clinic that helps low-income workers. It’s much easier to do things that, at their core, perpetuates a deep-seated belief that you hold.If you haven’t noticed, all three suggestions involve self-reflection.Discipline can only be achieved when you figure out who you want to be and where you want to go. The summation of your actions is the arrow that will get you there. One last thing: Being successful at self-discipline is entirely perspectival: Someone who wakes up at 5:00 a.m. to run ten miles may scoff at someone who wakes up at 7:00 a.m. and only runs three miles. The nature of the task is irrelevant. The depth of focus, control and adversity is what matters.
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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