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Management Observation Program Best Practice 7 – Documented and Signed Observations
Robustly implemented management observation programs offer many benefits to the organization and its managers. At their core, each of these benefits is derived from aggregation and analysis of the performance data gathered during the observations. Enabling required data synthesis necessitates the documentation of observed occurrences and conclusions. Desired behavior reinforcement and performance improvement, not to mention manager and observation program credibility, necessitate the employee be briefed on the observations made and conclusions drawn. As with all formally documented performance appraisal instruments, the documented observation should be signed by both the manager and employee.
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Emmett Murphy is Chair of Murphy Leadership, a leadership development consultancy providing dynamic programs, products and services that have yielded remarkable results at companies such as IBM, AT&T, Xerox, and McDonald’s. He is the author of the New York Times business bestseller 
shares his insights regarding:
Gary Cohen, author of 
It’s perfectly natural and expected that individuals want to do a good job and be recognized for it or at a minimum want to do a good enough job to avoid what are to them undesired consequences. Subsequently, people look to what their superiors communicate as required job performance to gag the level and timing of their efforts.
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