Professional Documents
Culture Documents
6525
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All too often, the process of establishing goals for employees in the
context of a performance evaluation slides into an uninspired exercise of just going through the motions, only to provide an easy reference point for future compensation decisions.
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Supervisors and business owners often assume that "they're paid the big
bucks to make management-related decisions, including assessing someone's performance," notes Paul Falcone, a veteran human resource executive and author.
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The "aha moment" for supervisors when they conduct these two-way
evaluation sessions, Falcone says, is that workers "are typically harder on themselves than those supervisors ever would be. "When that happens, supervisors" see the significance of shifting some responsibility for assessment and goal-setting back to their employees."
Falcone manages employer expectations about how this all works, stating
that a 70-20-10 rule applies:
70 percent of the employees will go along with the approach, but not "blow you away" with their feedback. 20 percent will "go wild with bells, whistles, productivity charts and the like." These employees are the high-potential workers who you are especially trying to motivate with this process. 10 percent won't want to participate, telling you it's your job. But such workers may have "entitlement issues and time-clock mentality," Falcone notes. The refusal to participate may simply be documented and added to other evidence of a reluctance to improve performance. That evidence will likely impact their future with the organization.
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Supervisors themselves of course maintain a key role in employee goalsetting. Falcone recently wrote a book, "2600 Phrases for Setting Effective Performance Goals" which offers a vast menu for employers to draw upon.
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Falcone stresses that goal-setting is an individualized process, even though you probably need to share broader organizational goals as well. "Good leadership is all about listening to where people want to go with their careers, setting them up to gain traction in that area and then stepping out of the way," he concludes.
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