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Evaluation and Control Program – Essential Organizational Behaviors

StrategyDriven Evaluation and Control Program Principle ArticleEffective evaluation and control programs rely on a set of underlying behaviors promoting continuous performance improvement. While positionally dependent, these behaviors foster the continuous identification and resolution of performance improvement opportunities and shortfalls.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Management Observation Program Best Practice 9 – Feeding the Performance Management Program

StrategyDriven Management Observation Program Best Practice ArticleMost companies employ a periodic employee review program, typically comprised of a major annual review and sometimes complimented by a formal mid-year feedback session. Examination of these programs reveals most performance ratings are based on those individual behaviors, events, and accomplishments occurring within a few weeks of a review’s development. Consequently, employees achieving great success throughout the year, particularly those with significant achievements earlier in the period, feel cheated by a process that frequently overlooks these accomplishments.


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Inspiring Employees with a Values-Rich Environment

Even if your corporate culture leaves a lot to be desired, managers can create a localized environment that inspires your employees to achieve peak performance. It’s a fact that I discovered over and over in my work for JetBlue, Southwest, Doubletree and other companies with high-performing cultures: the vast majority of your employees want to work in a place where people care about customers and each other, are fully engaged, take pride in their work, and feel the obligation to continually improve. In other words, they want you to create an inspiring culture, even if it’s just in your department. They will even help you create it, if you show them the way.


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About the Author

Ann Rhoades, author Built on Values: Creating an Enviable Culture that Outperforms the Competition, is president of People Ink, a culture-change consulting firm. Ann serves on the Board of Directors for JetBlue and P.F. Chang’s. She was one of the five founding executives of JetBlue Airways; Chief People Officer for Southwest Airlines; and Executive Vice President of Team Services at Doubletree and Promus Hotel Corporations. To read Ann’s complete biography, click here.

Management Observation Program Best Practice 8 – Cross Organizational Trending

StrategyDriven Management Observation Program Best Practice ArticleManagement observation programs generate a wealth of individual and workgroup performance data. All too often, workgroup managers view their employees job functions as being singularly unique and so don’t consider pooling their observation results with peers. Doing so, however, creates the possibility of identifying broader organizational trends that may be culturally driven and more economical to resolve with a single integrated initiative.


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Management Observation Program Best Practice 7 – Documented and Signed Observations

StrategyDriven Management Observation Program Best Practice ArticleRobustly 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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