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Performance evaluations are a cornerstone of employee development and organizational growth. By aligning individual goals with the company's vision, we create a synergistic environment where every effort counts towards collective success. Setting clear, measurable, and achievable targets demystifies expectations and enables employees to navigate their path to excellence. Moreover, fostering personal development goals not only catalyzes professional growth but also fortifies the company's competitive edge. It's a collaborative journey towards creating a thriving workplace where everyone's potential is recognized and nurtured.

INTERVIEW can be understood as : I - #"Initiate" discussion with your Goal allign organization objectives N - #"No"... Say no to what is not measurable T - #"Tangible" - Focus how to set measurable KPI which can help to achieve the real productivity E - #"Evaluation" set Evaluation target of the KPI / KRA and act accordingly R - #"Re_Evaluation" Never hesitate to reevaluate your job if expected outcome not there V - #"Vision" Set all evaluation point of PMS inline with company objectives I - #"Interconnected_KPIs" target must be interconnected and support each other to achieve company objective E - #"Elobrate" Elobrate the Goal properly to each and every one W -#"Well_Balanced" Balance the equation of PMS and Job evaluations

In my role as Senior Engineer, I see performance evaluation as a chance to guide and motivate my team effectively. All I start with by setting up my goals aligned with overall objectives. For me, Two ways communication is important because it help me to understand that employee feel heard and the path where we all have to grow together. I rely on practical data and examples to keep evaluations objective and grounded. Working together to overcome challenges is crucial, and I make it a point to tailor development plans to individual strengths and goals. My approach is about fostering growth and ensuring that evaluations help each team member advance both personally and professionally.

Goals are specific, measurable outcomes or achievements that individuals or organisations aim to reach within a set timeframe. They provide direction, focus, and motivation by clarifying what needs to be accomplished. Goals can be short-term (achievable in the near future) or long-term (requiring more time and effort). They often follow the SMART criteria: - Specific: Clearly defined and precise. - Measurable: Quantifiable to track progress. - Achievable: Realistic and attainable. - Relevant: Aligned with broader objectives or values. - **Time-bound**: Set within a specific timeframe. For example, a personal goal might be "to run a marathon within a year," while a business goal could be "to increase revenue by 15% over the next quarter."

De acordo com o que já vivenciei; todas as técnicas de feedback, avaliação de desempenho só vão funcionar quando o líder tiver maturidade e dominar o conceito e a prática desses dois processos. Eles precisam estar arraigados no seu DNA, porque senão não vai funcionar. Precisamos escolher bem e preparar nossos líderes para saberem conversar e avaliar sua equipe de forma madura e assertiva sem colocar em risco a carreira e a saúde psicológica da equipe. Porque líderes imaturos são inseguros e líderes inseguros tomam decisões precipitadas baseadas em suas emoções.

It is very important that feedback sessions are held in regular and special meetings, and it makes it necessary during the course, and if there is a problem or help needed, it is expressed during the course, and it causes a better final result. It is forgotten or a meeting is left at the end, which is not correct.

It's critical to show that we understand and can use appropriate performance evaluation techniques in a professional setting. Such as: Constructive Feedback: Explain how we can prioritize providing constructive feedback, focusing on both strengths and areas for improvement. Open Communication: Discuss the approach to creating an open and supportive environment where employees feel comfortable discussing their performance. Data-Driven Approach: Explain how we can use performance data and metrics to inform evaluations and provide objective feedback. We also need to keep in mind how we respond to the particular job needs and the culture of the organization. TIA!

Provide Regular Feedback, Not Just Annual Reviews Mention that you prefer continuous feedback rather than waiting for annual reviews. Regular check-ins help address issues promptly and provide opportunities for ongoing coaching and support.

Creating an effective feedback loop starts with a supportive environment. It’s not just about giving feedback—it’s about ensuring there is psychological safety so both parties feel comfortable engaging in an open dialogue. A true feedback loop is a two-way street where actionable insights flow in both directions. When we offer feedback, it needs to be specific, actionable, and aligned with company values. For instance, instead of just saying, "Great job on that presentation," tie it to how the employee exemplified the company’s values. This approach drives growth, fosters trust, and reinforces the culture you aim to build.

Once again, No Surprises factors into this aspect quite heavily. Let's face facts, "work changes" and so will the goals. If you embrace the no surprises motto then manager and employees will be discussing these changes during the year, most likely a lot. I always recommend a quarterly review of goals and progress to facilitate this, but if a monthly review works, then by all means put it on the calendar. And here is the real secret, add it to the calendar as the year starts. Then that busy season does not drown out or use up all of the time you wanted to use for these meetings.

Focus on Development and Growth: Identify Strengths and Areas for Improvement: Explain that your evaluations focus not only on past performance but also on identifying areas where employees can grow and develop new skills. Create Development Plans: Describe how you work with employees to create personalized development plans, offering opportunities for training, mentoring, or new challenges to help them reach their potential

Highlight how evaluations are not just about assessing performance but also about fostering growth. You could mention, “Based on evaluation outcomes, I work with employees to create personalized development plans that focus on skill enhancement and career growth.” This approach shows that you see evaluations as a tool for employee development, not just for assessment.

Development plans are great because you can be far more specific with them than you can with the performance review. The review is for performing the job, different people doing the same job will likely have similar goals, so the dev. plan makes the difference for them. Look to their competency and focus their efforts in the gap areas. If you have not done that, then a quick solution is to say, "can this employee step in for me as a manager?" The answer is normally no, but the reason for that answer can be the basis for their development plan. Back to No Surprises...the manager needs to tell the employee how this development will grow them closer to a leader, and that is almost always met with excitement rather than ambivalence.

In performance evaluations, I create personalized plans to help each employee grow based on their strengths and areas for improvement. These plans are meant to support their professional development and prepare them for future roles in the company. My goal is to keep employees engaged and help them succeed in the long term.

A Feedforward plan benefits both the employee and supervisor. Focusing on the future rather than the past can be beneficial and motivating as progress is made. Start by: 1. Reinforce what’s working by giving examples. Positive reinforcement typically results in repeated behaviors. 2. Coach them instead of criticizing. Use mistakes as opportunities to teach while being positive. Inspire them to do better next time. 3. Give ideas of what you think would work better next time. Using phrases such as, “I recommend” or “I suggest” helps deflect any defensive thoughts or comments. The idea of Feedforward is to help improve knowledge and performance by eliminating negativity sometimes associated with feedback.

Measurements are a key factor for employee performance evaluations. However, organisations focus more on timing the minutes of work through various software & supervisory methods in the office. Being a Practising Industrial Organizational Psychologist, I hold a different perspective to employee performance evaluations. 1. Job-specific Skill Psychometrics 2. Code of Conduct & Team Dynamics Quotient 3. Project wise performance 4. Progress on Individual Development Plans I would use these to identify and collect unbiased metrics and strategic data to ensure well-being & productivity of an employee. Moreover, the last two aspects mentioned above will help us to know the learning curve as "Continuous Learning" acts as a catalyst.

Focus on Clear, Measurable Objectives Explain that you base evaluations on clear, measurable objectives that are aligned with both the company’s goals and the employee’s role. This ensures that the process is objective and tied to performance rather than personal biases.

Na minha abordagem às avaliações de desempenho, o uso de medidas objetivas é fundamental. Utilizo indicadores-chave de desempenho (KPIs) e outras métricas quantificáveis que oferecem uma base justa e clara para a avaliação. Isso garante que as avaliações sejam orientadas por dados, minimizando o potencial de viés e proporcionando uma visão precisa do desempenho de cada funcionário. Além disso, essa abordagem reforça meu compromisso com a transparência e a justiça, garantindo que os funcionários entendam exatamente como são avaliados e o que é necessário para alcançar o sucesso em suas funções. Isso não só fortalece a confiança no processo, mas também incentiva uma cultura de responsabilidade e melhoria contínua.

Development Plans could only be successful, if the career path is clearly marked from top leadership or they create a dynamic plan,evolving the updates of time, which cascade from top to bottom, else long john john silver ( babloo) would be driving the boat..... Period

Being clear with goals, behaviour you are seeing that supports and needs work is critical. Being able to provide feedback that is clear, timely and discuss what impedes and helps the goals engages an employee in the outcomes and focus for their role. It also helps connect their growth to their organizational impact. If you can’t give specifics, you will reduce your credibility and relationship trust. Raising concerns without examples leaves your people wondering what is working and what is not. The better you can share a concern, the easier it will be for your people to ask questions, demonstrate skills, or discuss goals. This is part of your commitment to the employee value in your business.

Discuss how you handle performance issues with empathy and fairness. For instance, you might share, “When challenges arise, I focus on understanding the root cause, whether it’s skill gaps, motivation, or external factors, and collaborate with the employee on a clear improvement plan.” Addressing challenges constructively ensures that evaluations are both fair and supportive.

Ao lidar com desafios nas avaliações de desempenho, adoto uma abordagem que equilibra sensibilidade e assertividade. Em conversas difíceis, sou empático, ouvindo as preocupações do funcionário, mas também claro ao definir áreas que precisam de melhoria. Quando necessário, implemento planos de melhoria de desempenho (PIP) com metas específicas e prazos realistas, garantindo que o funcionário tenha o apoio necessário para progredir. Entendo que o gerenciamento de desempenho pode exigir decisões difíceis, mas acredito que, com comunicação honesta e foco no desenvolvimento, é possível superar a maioria dos desafios. Isso reforça a responsabilidade, o crescimento contínuo e mantém o engajamento da equipe.

Conclude by outlining how you tie evaluations to future planning. You could explain, “I always link evaluations to future goals, ensuring employees leave the process with clear next steps and a positive direction.” Emphasizing future outlook shows that your approach is forward-thinking and growth-oriented.

A conexão entre valores e propósito pessoais com os valores da empresa são a chave para atuações em longo prazo, que resultam em crescimento pessoal, saúde mental e colaboração para a comunidade. Se você não encontra sinergia entre seus valores e propósitos com a da atual empresa, considere buscar novos desafios em novos lugares!

Algo fundamental en el proceso de evaluaciones de desempeño es poder comprender que el feedback formal a realizar al final de período evaluado debe estar acompañado por un análisis previo minucioso de las ponderaciones de cada competencia a evaluar. Teniendo como soporte las justificaciones cualitativas y cuantitativas en las que se basa la evaluación, no olvidar que el proceso es una construcción. no es solo una devolución a realizar en algún momento como parte de una formalidad inevitable. Como líderes debemos asegurarnos dar feedback diario a nuestro equipo, esa retroalimentació de impacto nos ayudarán a que el feedback formal general final del período tenga coherencia.