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Relate Articles:

1. Management Observation Program Best Practice 7 – Documented and Signed Observations
2. Management Observation Program Best Practice 4 – Observation Quotas
3. Management Observation Program Best Practice 5 – Observation Training, Grading, and Quality Assessments
4. Management Observation Program Best Practice 2 – Program Alignment with Established Performance Standards
5. Management Observation Program – Introduction

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1. Management Observation Program Best Practice 5 – Observation Training, Grading, and Quality Assessments
2. Management Observation Program Best Practice 2 – Program Alignment with Established Performance Standards
3. Management Observation Program Best Practice 4 – Observation Quotas
4. Management Observation Program Best Practice 3 – Use of Standard Observation Forms
5. Management Observation Program – Introduction

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1. Management Observation Program Best Practice 5 – Observation Training, Grading, and Quality Assessments
2. Management Observation Program Best Practice 6 – Observation Announcement Timing
3. Management Observation Program Best Practice 1 – Immediate Feedback
4. Management Observation Program Best Practice 4 – Observation Quotas
5. Management Observation Program Best Practice 3 – Use of Standard Observation Forms

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1. Management Observation Program Best Practice 3 – Use of Standard Observation Forms
2. Management Observation Program Best Practice 5 – Observation Training, Grading, and Quality Assessments
3. Management Observation Program Best Practice 2 – Program Alignment with Established Performance Standards
4. Management Observation Program Best Practice 1 – Immediate Feedback
5. Management Observation Program Best Practice 4 – Observation Quotas

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1. Management Observation Program Best Practice 2 – Program Alignment with Established Performance Standards
2. Management Observation Program Best Practice 3 – Use of Standard Observation Forms
3. Management Observation Program – Introduction
4. Management Observation Program Best Practice 4 – Observation Quotas
5. Management Observation Program Best Practice 1 – Immediate Feedback

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Relate Articles:

1. Management Observation Program Best Practice 3 – Use of Standard Observation Forms
2. Management Observation Program Best Practice 2 – Program Alignment with Established Performance Standards
3. Management Observation Program Best Practice 1 – Immediate Feedback
4. Management Observation Program – Introduction
5. Evaluation and Control Program Best Practice 1 – Data Synthesis

[private]Achievement of these four goals is most easily accomplished when standard data collection forms are used during the performance of management observations. Fundamentally, standard management observation forms are performance expectation checklists on which observation facts are recorded. These checklists drive consistency between observations because managers using them are provided with a preestablished list of items and standards against which the employee’s performance is judged. This consistency coupled with documentation of observation facts enables easy retrieval and aggregation of like data that can then be counted, trended, and analyzed to establish a picture of organizational performance.

While not an all inclusive list, effective management observations forms typically possess the following qualities:

• Expectations to be observed are consistent with documented and communicated performance standards
• Each expectation observable has a well documented and communicated graded performance range. A space is provided to document the grade for each observation area
  (detailed grading criteria is often captured in a separate management observation process document)
• Area for documentation of an overall activity performance grade and grade justification comments
• Space is allowed for the observer to document the specific behaviors witnessed
• Header space is available to document the activity observed, name of the observer, name of the individual observed, and the start and end time and date of the observation
• Signature lines exist for the observer and observed accompanied by a date and time
  (the observed individual signs to acknowledge receiving the observation feedback)
• Unique observation forms exist for various job types or standards adherence observations
• Listing of observables are logically grouped such as:
  • By task: job preparation, job execution, job follow-up
  • By performance standards: use of personnel safety techniques, use of personnel safety equipment, execution of personnel safety procedures
• Easily accessible, often available at the locations where the relevant work will occur
• Portable, often printed on pocket-sized note cards up to a single 8½ by 11 sheet of paper
• Rigid, printed on heavy weight paper or accompanied by clipboards for ease of use in the field

Final Thoughts…

While management observation of actual job performance is most effective, these observations can be extended to the finished or in progress deliverables of the workforce. In these instances, standard management observation forms provide a performance checklist for items such as the completeness and quality of staff work or the state of a job site. Note that is important these observations are followed up with feedback to the individual responsible for the work’s performance. These ‘non-activity’ type observations must adhere to all management observation conduct best practices to be fully effective.

Well documented management observations serve a dual purpose. Not only are they used to identify organizational performance trends but they provide managers with documentation of observed employee performance that can be used during routine feedback and coaching sessions and annual/semi-annual performance appraisal development.[/private]

Relate Articles:

1. Management Observation Program Best Practice 2 – Program Alignment with Established Performance Standards
2. Management Observation Program – Introduction
3. Management Observation Program Best Practice 1 – Immediate Feedback
4. Management and Leadership Best Practice 1 – Open, Honest, Timely Communications during Times of Uncertainty
5. Self Assessment Program Best Practice 3 – Avoid Using Absolutes

Alignment between the management observation program and established performance standards needs to exist both procedurally and in observation performance. Procedurally, the management observation program, including all procedures and forms, should be founded on the well documented and communicated organizational values and performance standards. Consistent alignment of observation performance with established standards occurs when observers are well trained and themselves observed and provided feedback on the effectiveness of their observations in reinforcing organizational performance standards.

[private]Final Thought…

A management observation program well aligned with the organizations performance expectations provides a great source of execution level information for the organization’s performance measurement system. In fact, data for cascaded performance measures at the working level may only be available from the management observation program.[/private]

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Like all feedback, that documented as a part of the management observation program has more impact when provided in a timely manner. From experience, providing timely feedback means as soon as possible after the observation is completed and in all cases prior to the end of the work day. This feedback should include reinforcement of desired behaviors as well as identification of areas for performance improvement.

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Relate Articles:

1. Management Observation Program – Introduction
2. Self Assessment Program Best Practice 3 – Avoid Using Absolutes
3. Management and Leadership Best Practice 1 – Open, Honest, Timely Communications during Times of Uncertainty
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5. Project Management Best Practice 1 – The Project Management Intensity Continuum

Managers are responsible for establishing and reinforcing work priorities and standards of performance. Reinforcing expectations requires interaction with subordinates and is most effective when the manager personally observes, rather than reading or hearing about, performance behaviors and immediately provides feedback. Lasting individual and organization performance improvement occurs through ongoing reassessment supported by performance data collection, documentation, and analysis used to reinforce desired individual and group behaviors, modify counterproductive behaviors, and eliminate organizational barriers to performance excellence. A well designed and executed management observation program serves as an effective performance improvement and reinforcement tool to achieve these long-term performance changes.

The management observation program is an integral part of an organization’s evaluation and control program. By design, these observation programs compel direct management observation of and feedback on work performed while supporting the performance data collection and analysis needed to realize lasting, beneficial personnel and organizational performance change. They typically consist of predefined performance assessment scorecards, a data collection and analysis application, key performance indicators and reports, and a governing procedure. This procedure defines required observation topics, frequencies, and quality standards as well as documentation and feedback protocols and data analysis, trend reporting, and corrective action; all aligned to support achievement of organizational values and mission goals.

Focus of the Management Observation Program Category

Articles in this category will focus on the underlying principles, best practices, and warning flags associated with establishing and executing a management observation program aligned with organizational values and mission goals that effectively modifies personnel and organizational behaviors for the achievement of superior results. The following articles, podcasts, documents, and resources cover those topics critical to a robust management observation program.

Articles

Best Practices

• Best Practice – Immediate Feedback    [StrategyDriven Premium Content]
• Best Practice – Program Alignment with Established Performance Standards    [StrategyDriven Premium Content]
• Best Practice – Use of Standard Observation Forms    [StrategyDriven Premium Content]
• Best Practice – Observation Quotas    [StrategyDriven Premium Content]
• Best Practice – Observation Training, Grading, and Quality Assessments    [StrategyDriven Premium Content]
• Best Practice – Observation Announcement Timing    [StrategyDriven Premium Content]
• Best Practice – Documented and Signed Observations    [StrategyDriven Premium Content]
• Best Practice – Cross Organizational Trending    [StrategyDriven Premium Content]

Warning Flags

• Warning Flag – End of Period and Clustered Observations    [StrategyDriven Premium Content]

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