Workplace of Choice

Competencies serve as the barometer for evaluating employees' skills and are the building blocks for a quality performance management program.  Competency modeling, when completed effectively, will help support the strategic thinking and objectives, as well as the business priorities and organizational environment of an organization - the very things that are continuously changing. Because the organization is continually changing, it is imperative that companies make certain that the competency structure also evolves to keep up with those changes.

Adjusting and reviewing your core competencies periodically is paramount because it will:

• Allow you to gather new research to build and improve your existing model.
• Allow you to maintain what is effective from the existing model.
• Allow you to better evaluation your employee's performance.
• Allow you to recognize the degree of change in the organization and sum up the spirit of new business priorities.

The main drawback to updating your current competencies is the time  and associated cost investment required from management to do so, however, the benefits of a good core competency program far outweigh the drawbacks.

While many managers and supervisors stress out about giving feedback - receiving feedback can be equally as delicate a task.  Although the information on performance review forms should NEVER be a complete surprise, there are a few tips on how to receive your own performance feedback - whether it's glowing or not!

1. Be prepared.  When you're working in the thick of it, it may seem like you'll never forget the details of what's happened, but it's always a good idea to take some time before your review to go over the last year to revisit the highlights and some opportunities for improvement.  Be critical about your own performance throughout the year, but also pat yourself on the back for areas in which you excelled and grew. Preparation will allow you to avoid being ‘blindsided' by some instance that you would just as soon forget - and if you can approach any items like that proactively, you are less likely to act defensively.
2. Try to take constructive criticism as just that, constructive. While it might seem like the criticism is an attack - try to remember that it is typically a reaction to a single incident - and it's also just one perspective. If you are aware of the perception, you are more likely to be able to address it and turn it around more positively in the future. Look at constructive criticism as an opportunity for growth.  
3. Don't Argue.  Arguing, sulking, or repeating reasons why it wasn't "your fault" only portray you negatively. If you wish to disagree - it would be helpful to take a step back and put together a thoughtful response. Be sure to back up your response with facts and not feelings.
4. Accept praise, but don't gloat! A simple thank you is more humble and appealing.
5. Lastly, try to see feedback as a gift and a way to continually improve and grow professionally.  As Benjamin Franklin said: "Without continual growth and progress, such words as improvement, achievement, and success have no meaning."

Why do Managers shy away from giving performance feedback, both positive and negative?  Constructive feedback is crucial to career development, employee satisfaction, employee retention and employee motivation.  Employee feedback should be given as frequently as possible; both formally through the annual performance review forms and ensuing discussions, but also informally through ongoing conversations and coaching.  Managers really lose a golden opportunity to motivate their employees if they forget to praise an employee on doing a great job, or ineffectively praise the employee by providing no personalized examples of how that employee performed well.  On the other hand, there is nothing quite so disheartening as learning for the first time during an annual review that some aspect of your performance has been lacking for the past 6 months, but you were never notified.  Feedback gives employees the opportunity to change behavior and also to charge forward, but if they don't know what worked and what didn't, how can we expect them to perform to their full potential?

Giving feedback doesn't really need to be that scary - being prepared up front can take much of the fear out of the meeting and set the stage for a constructive and productive discussion.  Where you will be holding the discussion, what you will say and when to have the conversation are all important to the ultimate success of the message.  Feedback should not be a one-sided conversation; Managers should be prepared to allow the employee to provide their input into the situation and to actively listen as they do so and ask appropriate questions.

Remember, the goal of performance feedback and counseling conversations is always to work with the employee to improve their performance, in a dignified, constructive manner and to reward them for a job well done!