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Management Observation Program Best Practice 14 – Criteria Scoring System
Management observation cards are intended to be easy and straightforward to complete in the field. Consequently, the card’s structure should be such that it requires the minimal amount of data collection; reducing the administrative burden (and physical awkwardness) of completing form while ensuring quality performance data collection. Such a structure promotes the number and frequency of observation performance which in-turn yields additional management engagement points and performance data. Key to simplifying management observation cards is a predefined criteria scoring system whereby the observer need only select specific scores for each criteria accompanied by substantiating comments for performance outliers (high and low).
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About the Author
Nathan Ives 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 programs serve to reinforce leadership expectations throughout the workforce. This reinforcement not only includes standards associated with the performance of day-to-day operational activities but also manager and supervisor performance of observations. One effective way to reinforce the importance of the program itself, desired performance of management observations by managers and supervisors, and behaviors expected of workers is through a publicly published management observation program metrics set.
Effective performance improvement programs promote alignment of business operations with the organization’s vision, mission, values, and goals. Such programs consistently identify opportunities to improve high value-adding operations and to eliminate low value-adding activities. These programs themselves are highly efficient and capable of producing repeatable results. Documenting the business performance assessment process provides the framework necessary to achieve this level of focused execution consistency.
Admit it; you perform differently when your supervisor is watching you. Suddenly, all of the performance rules become clear and important. You feel a sudden urgency and compulsion to recall them.
The name, Management Observation Program, suggests that authorship of these documented performance assessments are or should be limited to those who supervise work. Yet, in a healthy organization, workers are encouraged to provide upward feedback and report conditions adverse to quality. All organizations should embrace a safety culture within which individuals are responsible for both their safety and the safety of their coworkers. (See StrategyDriven whitepaper, 
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