- Manager Duties for Hiring & Firing
- How to Stay Calm in a Performance Appraisal
- How to Write a Self-Assessment for a Radiologic Technologist
- Things to Ask Your Boss During an Evaluation
- How to Maintain Employee Satisfaction
The way in which you deliver performance evaluations to employees impacts your ability to motivate improvements and development. An effective appraisal begins with planning. You need to carefully score each criterion and make notes to share. During the presentation, involving the employee and realistically assessing strengths and weaknesses are critical. A strong close wraps up a positive evaluation.
Use Scoring Sheet
To give an employee a proper review, you need to use a scoring tool that allows you to assess the employee’s performance and to add notes. Many companies rank workers from one to 10 on several criteria integral to the job. The criteria you assess should include those qualities or performance metrics that most affect an employee’s production. Along with a score, you want to have notes in each section so you can effectively explain the employee’s current status accurately.
Companies and hiring managers have different viewpoints on involving an employee in the evaluation. Some prefer to make the appraisal a one-way message. Many managers, though, want the employee to feel like she has a voice. One way to do this is to invite questions or to bring up concerns. Before sharing your assessments on each criterion, you can ask the employee, “How would you rate yourself on this factor?” You can also ask, toward the end, “What can I do to better help you perform your job?”
Address Each Specific Area
During your delivery of performing ratings, it is important to specifically address each criterion. Don’t just provide a general appraisal such as, “You are doing a pretty good job, but need to work on a few things,” or, “Things aren’t going well and you need to pick it up.” The employee needs to understand what specifically he has done well and what weaknesses he needs to work on.
The close of your evaluation impacts the employee’s reaction to it going forward. If an employee is working toward a promotion, you can discuss training and coaching steps necessary for her to get there. Similarly, you don’t want to just leave an employee feeling battered on weakness areas. As you point out weaknesses, discuss specific steps to improve. As you finish, you can outline a timeline for training, mentoring, external seminars and other growth steps.
- MIT Human Resources: Preparing for and Conducting the Annual Performance Review
- Forbes: Ten Biggest Mistakes Bosses Make In Performance Reviews
Neil Kokemuller has been an active business, finance and education writer and content media website developer since 2007. He has been a college marketing professor since 2004. Kokemuller has additional professional experience in marketing, retail and small business. He holds a Master of Business Administration from Iowa State University.
How to Conduct an Effective Employee Evaluation
August 15th, 2020
An employee evaluation is a planned performance review by a supervisor. In a typical employee performance evaluation, they’ll discuss expectations that have been exceeded, met, and fallen short during a previous time period.
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Employee evaluations are also called performance evaluations and usually take place on an annual basis. They are often directly connected with employee compensation and promotions.
Ideally, the manager or supervisor performing the evaluation has been keeping notes throughout the year, so that they may cite specific examples of where an employee is exceeding, and where they need to improve performance.
The manager or supervisor will typically talk about what an employee needs to do in order to improve performance.
How to Give an Employee Evaluation:
1. Take notes on performance throughout the year.
When important things happen regarding an employee’s performance, you’ll want to take specific notes. Taking notes will help you accomplish several things.
It will make it clear that you’re paying attention during the entire year, not just during the months and weeks that lead up to the review. This helps prevent a culture of employees who are incentivized to work hard during the period just prior to reviews.
It will also give you specific examples to help you back up your points.
Finally, it gives you a chance to improve your overall performance evaluation process. If you take the time to note something, it probably means it’s important enough to give the employee a little feedback right then, so that they can improve, and you’re both on the same page come review time.
If you tell an employee that they need to improve in a certain area of the job, but can’t give examples, they may be skeptical or confused about exactly how they can improve.
2. Know what your goals are for the evaluation.
Go in knowing what you want to get out of the review.
3. Be honest and direct.
Don’t try to sugar-coat feedback. Be clear, honest, and straight-forward about things that need to change or improve.
4. Only make promises you can keep.
Talk to them about future possibilities, but be sure you have the power to make these things happen. Don’t set an employee expectation that you can’t follow through on.
5. Avoid making comparisons between employees.
This can breed unhealthy competition and resentment.
6. Don’t pretend to have all the answers.
If an employee asks a question that you cannot answer, don’t try to fake it. No one will lose respect for you if you say, “I don’t know, let me get back to you.” On the other hand, if you give an answer that turns out to be false, you will lose respect and trust.
7. Use an evaluation form for consistency.
You’ll want to have an organized and consistent process for evaluating employees. This makes the process fairer and can help your company avoid or defend against discrimination suits in the future.
8. Develop metrics for measuring performance throughout the year.
Having measurable goals helps employees know where they are, and helps you more accurately gauge performance.
How do you evaluate an employee?
You should have a set of metrics to measure your employees’ performance throughout the year. Using an evaluation form can also benefit you.
What do you write in an employee evaluation?
You can use the information that you gather during an employee evaluation to write a performance review that summarizes the evaluation by noting the high points and areas for improvement.
What is the purpose of an employee evaluation?
Employee evaluations help companies and employees to take stock of progress toward their goals. They can also be useful in making decisions on compensation, promotions, terminations, and provide information to support those decisions.
How is employee performance measured and managed?
You’ll want to develop a few important metrics to help you measure employees. These could include sales revenues, customer ratings, errors, accidents, finished products, or finished projects. Use just a few, and make sure they’re tied to clear company goals.
What legal considerations should I keep in mind regarding employee evaluation?
Performance evaluations have the potential to be both helpful and hurtful when it comes to legal matters. That said, here are some general dos and don’ts that are helpful to know when it comes to employee evaluations and legal issues.
Do: – Keep notes on employee performance throughout the year. Include dates of incidents, both negative and positive, with a description. – Talk to employees about issues and give them a chance to improve. – Document your evaluations.
Don’t: – Undo at-will employment. In nearly all states employees work at-will, meaning employers can terminate without a reason. Don’t undo this by promising long-term employment. – Be inconsistent. Discrimination claims crop up when an employer is perceived as treating people differently in the same situations. – Retaliate against employees who voice concerns about potential legal violations or wage and hour issues.
Any suggestions on what I should include on my employees’ annual performance evaluation?
- Employee evaluation form.
- Self-appraisal form.
- Notes on employee job performance.
- Employee job description. (Usually, these will contain goals and expectations).
- Information on company performance for the evaluation period.
How should I evaluate my new employee?
It can be difficult to evaluate new employees if you have not had very much time to see how they work. You can wait until your new employee reaches a six-month or one-year mark to conduct a proper evaluation.
Why is an employee evaluation important?
An employee evaluation is important because it is the only quantifiable way of measuring an employee’s progress over time. The best way of determining whether an employee is fit for the job they are doing is to use key metrics as indicator of success or under performance.
Generic Name: aspirin (oral) (AS pir in)
Brand Name: Arthritis Pain, Aspi-Cor, Aspir 81, Aspir-Low, Bayer Plus, Bufferin, Durlaza, Ecotrin, Ecpirin, Miniprin.
Medically reviewed by Sanjai Sinha, MD. Last updated on Oct 1, 2020.
- Side Effects
What is aspirin?
Aspirin is a salicylate (sa-LIS-il-ate). It works by reducing substances in the body that cause pain, fever, and inflammation.
Aspirin is used to treat pain, and reduce fever or inflammation. It is sometimes used to treat or prevent heart attacks, strokes, and chest pain (angina).
Aspirin should be used for cardiovascular conditions only under the supervision of a doctor.
You should not use aspirin if you have a bleeding disorder such as hemophilia, a recent history of stomach or intestinal bleeding, or if you are allergic to an NSAID (non-steroidal anti-inflammatory drug) such as Advil, Motrin, Aleve, Orudis, Indocin, Lodine, Voltaren, Toradol, Mobic, Relafen, Feldene, and others.
Do not give this medication to a child or teenager with a fever, flu symptoms, or chickenpox. Salicylates can cause Reye’s syndrome, a serious and sometimes fatal condition in children.
Before taking this medicine
Do not give this medicine to a child or teenager with a fever, flu symptoms, or chickenpox. Aspirin can cause Reye’s syndrome, a serious and sometimes fatal condition in children.
You should not use aspirin if you are allergic to it, or if you have:
a recent history of stomach or intestinal bleeding;
a bleeding disorder such as hemophilia; or
if you have ever had an asthma attack or severe allergic reaction after taking aspirin or an NSAID (non-steroidal anti-inflammatory drug) such as Advil, Motrin, Aleve, Orudis, Indocin, Lodine, Voltaren, Toradol, Mobic, Relafen, Feldene, and others.
To make sure this medicine is safe for you, tell your doctor if you have:
asthma or seasonal allergies;
a bleeding or blood clotting disorder;
heart disease, high blood pressure, or congestive heart failure.
Taking aspirin during late pregnancy may cause bleeding in the mother or the baby during delivery. Tell your doctor if you are pregnant or plan to become pregnant.
Aspirin can pass into breast milk and may harm a nursing baby. You should not breastfeed while using this medicine.
How should I take aspirin?
Take aspirin exactly as directed on the label, or as prescribed by your doctor. Do not use in larger or smaller amounts or for longer than recommended.
Always follow directions on the medicine label about giving aspirin to a child.
Take with food if aspirin upsets your stomach.
You must chew the chewable tablet before you swallow it.
Do not crush, chew, break, or open an enteric-coated or delayed/extended-release pill. Swallow the pill whole.
If you need surgery, tell the surgeon ahead of time that you are using this medicine. You may need to stop using it for a short time.
Do not use aspirin if you smell a strong vinegar odor in the bottle. The medicine may no longer be effective.
Store at room temperature away from moisture and heat.
What happens if I miss a dose?
Since aspirin is used when needed, you may not be on a dosing schedule. If you are on a schedule, use the missed dose as soon as you remember. Skip the missed dose if it is almost time for your next scheduled dose. Do not use extra medicine to make up the missed dose.
What happens if I overdose?
Seek emergency medical attention or call the Poison Help line at 1-800-222-1222.
Overdose symptoms may include stomach pain, vomiting, diarrhea, vision or hearing problems, fast or slow breathing, or confusion.
What should I avoid while taking aspirin?
Avoid drinking alcohol while you are taking aspirin. Heavy drinking can increase your risk of stomach bleeding.
If you are taking this medicine to prevent heart attack or stroke, avoid also taking ibuprofen (Advil, Motrin). Ibuprofen may make this medicine less effective in protecting your heart and blood vessels. If you must use both medications, ask your doctor how far apart your doses should be.
Ask a doctor or pharmacist before using any cold, allergy, or pain medication. Many medicines available over the counter contain aspirin or an NSAID. Taking certain products together can cause you to get too much of this type of medication. Check the label to see if a medicine contains aspirin, ibuprofen, ketoprofen, naproxen, or an NSAID.
Aspirin side effects
Get emergency medical help if you have signs of an allergic reaction to aspirin: hives; difficult breathing; swelling of your face, lips, tongue, or throat.
Stop using this medicine and call your doctor at once if you have:
ringing in your ears, confusion, hallucinations, rapid breathing, seizure (convulsions);
severe nausea, vomiting, or stomach pain;
bloody or tarry stools, coughing up blood or vomit that looks like coffee grounds;
fever lasting longer than 3 days; or
swelling, or pain lasting longer than 10 days.
Common aspirin side effects may include:
upset stomach, heartburn;
This is not a complete list of side effects and others may occur. Call your doctor for medical advice about side effects. You may report side effects to FDA at 1-800-FDA-1088.
What other drugs will affect aspirin?
Ask your doctor before using aspirin if you take an antidepressant such as citalopram, escitalopram, fluoxetine (Prozac), fluvoxamine, paroxetine, sertraline (Zoloft), trazodone, or vilazodone. Taking any of these medicines with an NSAID may cause you to bruise or bleed easily.
Ask a doctor or pharmacist if it is safe for you to use aspirin if you are also using any of the following drugs:
a blood thinner (warfarin, Coumadin, Jantoven), or other medication used to prevent blood clots; or
other salicylates such as Nuprin Backache Caplet, Kaopectate, KneeRelief, Pamprin Cramp Formula, Pepto-Bismol, Tricosal, Trilisate, and others.
This list is not complete. Other drugs may interact with aspirin, including prescription and over-the-counter medicines, vitamins, and herbal products. Not all possible interactions are listed in this medication guide.
Remember, keep this and all other medicines out of the reach of children, never share your medicines with others, and use aspirin only for the indication prescribed.
Always consult your healthcare provider to ensure the information displayed on this page applies to your personal circumstances.
Copyright 1996-2020 Cerner Multum, Inc. Version: 16.02.
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Giving an employee a poor performance evaluation is seldom a pleasant event. However, the poor appraisal should not come as a surprise. If you brought issues to his attention along the way, he should know what to expect. Minimize the opportunity for successful challenge by maintaining focused, detailed documentation of the performance issues and other problems that resulted in the poor evaluation.
Make your expectations clear for each employee at the beginning of the appraisal period. Identify those areas that need improvement. Specify what constitutes poor performance and what the resultant consequences are. Ensure the employee is familiar with company policies about reprimands and disciplinary actions.
Document in writing all instances in which the employee fails to perform up to standards. First issues may require only a verbal warning, but as the supervisor, you should create a written record of the warning for your records. Subsequent problems typically result in written reprimands. Present each of these in person to the employee. Discuss the reprimand with him and obtain his signature on the dated document. You should sign it as well. Give the employee a copy and keep the original in his personnel file. Warn him of the potentially serious consequences of continued performance issues.
Keep written documentation of behavioral issues. Pursuant to company policy for such problems, issue verbal and written warnings for infractions. As with performance problems, maintain documentation in the employee’s file. Discuss each write-up with the employee privately. Sign and date it and keep copies. If behavioral issues prompt written complaints from an employee’s co-workers, maintain copies of these materials in his file as well.
Review the employee’s file in preparation for writing the evaluation. Concisely write up the cumulative results of the employee’s performance in accordance with company policy, referring to specific incidents or performance failures as appropriate. Do not add in undocumented infractions or random observations, either of which can be denied or challenged by the employee. Your case will be stronger if you can show a pattern of sustained behavior problems or progressively serious performance issues, particularly when the employee has failed to correct his behavior following reprimands.
Meet with the employee privately to discuss the poor performance appraisal. Calmly and directly present him the evaluation, allow him to review it and ask him if he has any comments. If company policy permits it, give him the opportunity to provide written explanations or comments for the issues resulting in the poor evaluation. Tell the employee to sign and date the evaluation form to acknowledge that he has seen it and understands it. Give him a copy and keep the original in his personnel file. Specify clearly what the next step will be if improvement is not forthcoming. Include your notes of his reaction and any materials he presents on his behalf.
Posted June 14, 2012 | By Dawn Rasmussen
In talking to many clients, it is becoming extremely clear that many employers are failing to provide any kind of annual performance evaluation to employees. This is a dangerous practice simply because it leaves how you are actually doing your job subject to different interpretations.
From a business standpoint, this can be a liability because if they suddenly decide to terminate the employee, if there isn’t documentation (i.e. performance review demonstrating that the staff member isn’t fulfilling the duties and expectations of the position. It could lead to possible litigation if the employee decides to take legal action if they feel that they were unfairly dismissed.
From an employee standpoint, having performance reviews are a good idea to make sure that the work being performed is meeting expectations and is on course to help the company meet goals. Another benefit of having performance evaluations is that how you perform to goal can be valuable information for updating your résumé. After all, potential employers want to know the “so what” of what your job duties were at the other company… and providing quantifiables when discussing each job record is a good way to capture their attention.
But another good reason for some kind of performance evaluation is that nobody likes a surprise. There should be a clear understanding of what is expected of your work. Having some kind of annual benchmarking and goal-setting meeting is a good company practice.
But what happens when the boss doesn’t give you a review? How do you know how things are going? Another piece of the puzzle is how are you enhancing your job specific knowledge? Good managers integrate professional development and growth opportunities into their employees’ reviews to help build up skill sets and empower people to reach their highest level of professionalism.
You can do all of this, too.
Here are some tips to take control of the process if there isn’t one in place.
1) If you aren’t getting reviews, ask for one. It might be that the company is a small mom-and-pop operation and such structure has never existed before. Set up a meeting to discuss what you would like to accomplish in the annual review, schedule a time for the review, and work together with your boss to set goals for the future and review what has taken place in the past year.
2) If you are rebuffed, then set your own goals. Sometimes, you might end up having a non-responsive boss who doesn’t see the value of having some kind of performance evaluation. So make yourself accountable… to yourself. Develop an action plan that pushes you but has reasonable expections. Think about the metrics involved of what would be a good job performance. Most for-profit companies are concerned about whether you make money, save money, or save time. How have you helped the company? What numbers support your assertion that you made a difference?
3) Develop a report of your performance-to-goal and send it to your boss. Who knows if your supervisor will read it, but by sending a report, you are doing two things: 1) You are demonstrating your value to the company in a detailed report and 2) You are developing documentation that supports your performance which could be a useful tool for future salary negotiation or promotion opportunities, or backup in case things go south.
4) Identify professional development opportunities. Learning doesn’t stop when you end school.. you are just beginning. Professional development is on-the-job training that gives you specific skills that helps you do your wprk. Look for any skill gaps that you might have, or things you should be brushing up on… or even opportunities to learn cutting edge information. By constantly adding to your job-specific knowledge, you are building value to you as a candidate and value to the employer as a more well-rounded employee.
Don’t be afraid to propose or suggest performance reviews if there aren’t any in place, and if the company still won’t offer one, then set up your own evaluation of yourself. And be honest.
The information that you gather will help you immensely because you will have an easy way to track and reference your accomplishments which will come in handy in your next interview.
Toastmasters Evaluation Tips: How to Give Effective Feedback
Have you ever wondered how to give great evaluation speeches? Here are some Toastmasters evaluation tips to help you guide others in their public speaking journey.
This article is reposted from my friend’s blog with permission. Garen is a wonderful, award-winning and experienced Toastmaster who understands what works and what doesn’t.
I’ve made some minor edits to ensure greater flow but the content is fully attributed to him.
Enough about me…here’s the reposted article that gives you great Toastmasters evaluation tips!
Toastmasters Evaluation Tips for Effective Feedback
In a Toastmasters club, we have prepared speeches, impromptu speeches and prepared speech evaluation segments.
As a Toastmaster, giving a speech evaluation is ultimately inevitable and gives us very important lessons. Do you agree, only when we know how to evaluate our own speeches and others, we can identify which areas we can improve on?
Be it delivery, speech content, audience engagement and etc. Thus, evaluation in Toastmasters is in fact sharping our:
- Critical thinking
- Ability to speak with minimal preparation
- Help others with our own experience/knowledge
From speech evaluations, we can also apply the skills in our work and life too, e.g. evaluate if that’s a right house to be home, determine if the project is worth the investment, identify how we can improve the business of the company and etc.
In short, speech evaluation is not only adding values to the speakers, it also grooms us in many ways.
Toastmasters Evaluation Tips #1: Start with Mindset
Before we dive into the steps to give effective evaluation, let’s talk about our mindset as an evaluator first.
There are three important Toastmasters evaluation tips for the right mindset:
As an evaluator, we are here to give advice/feedback/tips to the speakers so that they can improve and be a better speaker. So, we must be helpful and try our very best to extend help to the speaker.
All the key evaluation points must serve the purpose to help the speaker and ADD VALUE; highlight what they have done well and point out what they can do better.
Within the time limit of 3 and a half minutes, we need to be precise and specific on our evaluation, so that we can maximize the value we are adding to the speaker.
Toastmasters Evaluation Tips #2: Techniques You Can Use!
Let’s talk about the techniques of giving speech evaluations! Guarantee it will be useful for new evaluators.
Sandwich Feedback Technique
This is a very common easy-to-apply technique which start with positive points (Praises), followed by negative points (Areas for Improvement) and closed with positive points (Praises) again.
Reason behind this technique is, we start with positive feedback to build a friendly relationship with the person. WHO DOESN’T LOVE PRAISES RIGHT?
Then we suggest some ideas on how the speaker can improve (some people might perceive it as criticism).
So, the first part not only highlights the excellent skills which the speaker can continue applying, it also serves as cushion for the recommendation for improvement. Lastly close with a positive note to give hope and encouragement to the speaker.
Example (shortened version):
- Garen, thank you very much for your informative speech. I like your animated delivery and entertaining content. [POSITIVE]
- If you can work on your conclusion to make it impactful, that will be awesome. [NEGATIVE]
- All in all, you have excellent delivery skills, keep them up and remember to emphasize your message in your conclusion. I look forward to your next speech. [POSITIVE]
- Given the limited time, it’s recommended to focus on 2-3 positive points and 2-3 areas for improvement.
- Pay attention to your choice of words when giving negative feedback. Bad examples will be: “…, BUT… “, “I want you to work on…”, “I tell you, you cannot…!” and etc.
- Some words you can choose are like “May I suggest…”, “If you can try…”, “Allow me to recommend” and etc.
- Remember to start with praises, then highlight areas of improvement, and close your evaluation with positive note.
Advanced Sandwich Technique
Some advanced evaluators will use ACRONYM in their delivery of evaluation, but basically its skeleton is still Sandwich Technique.
- For example, ABC (Awesome, can do Better, Challenge)
- Awesome: put spotlight on what the speaker has done well
- can do Better: share how the speaker can do better
- Challenge: Other than what can be done better, challenge the speaker to go to next level.
- Conclude with ABC again.
Some smart evaluators will use the ACRONYM used in the speech as the evaluation points.
For example, acronym used in the speech is PAP (Post content regularly, Aim the right Audience, be Persistent).
The evaluator can change it to:
- Powerful (3 powerful techniques you have used)
- Advancing (3 areas you can work on to advance to the next level)
- Practice (Practice (1), (2), (3), I believe you can definitely ace the next speech)
Examples Say A Million Words
I can’t emphasize more on elaborating your points with examples or illustrations. For instance, “work on your conclusion to make it impactful”, instead of just stopping there, you should continue with what words or sentences that the speaker can use to make that happen.
You can suggest: “A thousand-mile journey begins with a simple step, my friends, start taking action now and surely one day you can achieve your goal”
Showing the speaker an example of your feedback can help the speaker to understand you and absorb the feedback easier.
If you have heard of PREP technique (Point, Reason, Example, Point), that’s applicable for each evaluation point.
Click here to download the presentation.
Provides boards adequate discrimination.
Reestablishes field impact on selection of future leaders.
Opportunity to advance the “Best”
Confidence that others cannot inflate
Easy as possible on Senior Raters
IMPROVED LEADER COMMUNICATION
Pass Support Form 2 levels down
Require subordinates’ Support Forms in return
Set aside time to Coach/Counsel ……….Do it Early
Enforce JODSF — Are there Tasks/Is there Counseling
Learn OPMS XXI — Started 1 Jan 99
Advocate your best to senior rater — Remember senior rater is limited to the number of ACOM
Common OER Processing
Part II – Invalid Rater/Senior Rater
Part II – Referred OER not referred
Part IV.b – Block checks missing
Part IV.d – HT/WT Yes/No missing
Part V.b – No potential comments (Mandatory)
Part V.c – Raters consistently put potential comments
Part VII.d. – No recommended Career Field
OPMS XXI Career Fields
Senior Rater “Rating Philosophy”
Mission: Identify your best.
Develop “Rating Philosophy” and consider communicating it to rated officers.
Decide how to give ACOM’s based on performance and potential (not position).
Give at least one to officers you believe to be a must select for promotion/command/school.
Maximize ACOM’s on only the very best in your population.
Plan ahead, think series of reports (number of times you will senior rate an officer); Use ACOMs Sparingly.
Many are giving COM’s to most rated officers’ on first rating followed by ACOM if deserved (exception: 1st OER on one of the best going before a board ).
Most appear to be aiming at 1/3 ACOMs + or – depending on population (Remember, leave a cushion for unexpected rating situations).
SENIOR RATER TIPS
Center of Mass File is different from a Center of Mass Report (many ACOM officers have COM reports). However, having all COM reports places an officer at risk.
Most officers have received at least one COM (Over 92% of all CPTs; 87% of all MAJs; 85% of all LTCs). These figures continue to rise.
A COM OER, by itself, is not a killer; all boards select officers with at least one COM report; over 18,000 selected so far (many of those had multiple COMs).
Most of those who are successful will have a mix of ACOM and COM OERs, but some ACOMs in key jobs (BQ) are a must. Spikes in file are essential.
Receiving all COM OERs will place you at risk beyond promotion to Major.
Board results indicate officers with a mix of ACOMs and COMs are competitive to LTC.
Enthusiastic, but not overexaggerated, narrative, often differentiates among COM reports.
LTC Board Recessed 28 Mar 01
(Avg. 3 per file) (Selected 1210 w/ 67-9)
71% Selects had at least one COM
BQ Position – 47% Selects had at least one COM
472 Selects had two or more COM
139 Selects had 3 COM
28 Selects had 4 COM
4 Selects had 5 COM
CPT Board Recessed 21 Nov 00
(Avg. 2.1 per file) (Selected 3089 w/ 67-9)
87% had at least one COM
1701 Selects had two or more COM
More painful to get on track with credible profile
No Brainer – Board sees only a COM label
Rated Officer thinks you lied – INTEGRITY
Rating chain gets involved – Pain and Embarrassment
DISCIPLINE MEMO FOR SENIOR RATERS WHO FAIL TO DISCHARGE THEIR RESPONSIBILITY
SENT Thru – RATING CHAIN
CSA to GENERAL OFFICERS
CG PERSCOM to COLs AND BELOW
Annotated on 67-9-2 – filed in SRs OMPF and hard copy before Selection Boards
Cannot Hold OERs Past 90 Days
Perception – Its OK to hold reports past suspense in order to sequence
No! Over 1 Year into system, profiles should be established, Boards beginning to question.
90 days to submit reports to DA — Required by Regulation.
Late Statistics Report by name (Senior Rater) to field, Beginning 1 April.
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Previous articles in this Speech Analysis Series covered how to study and critique a speech, how to approach the task of evaluation, and how to use the modified sandwich technique.
This article provides a speech evaluation form and explains how it supports you in studying and evaluating speeches.
- How to Study and Critique a Speech
- The Art of Delivering Evaluations
- Modified Sandwich Technique for Evaluations
- Evaluation Forms, Tools, and Resources
- Toastmasters Evaluation Contests
Speech Evaluation Form
First things first… download a copy of the free speech evaluation form.
I created this form for use in Toastmasters Evaluation Contests (a topic of a future article here), but I have since used it as a general purpose speech evaluation template.
Why this speech evaluation tool may work for you…
- It is simple — one single-sided page.
- Lots of white space, to facilitate taking notes.
- Flexible. The labels and boxes are not tied to any particular style of speech, e.g. speaking to inform
- Rows recognize the three broad areas to be analyzed: impact, content, and delivery. These are in order of importance from top to bottom.
- The critical nature of the Opening and Closing is recognized with dedicated rows on the form.
- Two columns emphasize the necessity to recognize both the strengths and weaknesses of a speech or speaker.
- Evaluation Opening and Evaluation Summation are for notes which lead to an oral evaluation (e.g. in Toastmasters). They can be ignored if you are analyzing the speech in a different context.
An alternate speech evaluation template…
At a speech evaluation workshop that I recently led, one speaker told me of the speech evaluation template that works for him.
It is wonderfully simple, consisting of just two rows (Content, Delivery) and three columns (I felt, I saw, I heard). “Content – I Saw” might include things like props or slideware, while “Delivery – I Saw” might cover gestures or facial expressions. This template allowed him to effectively analyze the speech his way.
I strongly encourage you to develop a template that works for you. Maybe the examples here are perfect. Maybe they need a tweak. Maybe you need something entirely different as an aid to capture your thoughts and observations. Whatever the case, an evaluation template can help you.
Critiquing a Speech: Advice from the Blogosphere and Beyond
- How to Study and Critique a Speech
- The Art of Delivering Evaluations
- Modified Sandwich Technique for Evaluations
- Evaluation Forms, Tools, and Resources
- Toastmasters Evaluation Contests
There’s some great advice elsewhere in the public speaking blogosphere and elsewhere on speech evaluation:
- How to Give a Killer Evaluation: lifehack.org
- Speech Self Critique Guide: Navy Speakers Bureau
- Evaluation Resources from Toastmasters New Zealand
Includes “step-by-step approach” to speech evaluation, 10 steps to becoming an evaluation champion.
- Evaluation Template – Wendy Betteridge (PDF)
- The Seven Habits of Highly Effective Evaluators: Dr. Dilip Abayasekera, former Toastmasters International President
Next in the Speech Analysis Series
The next article in the series is Toastmasters Evaluation Contests.
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Getting good, honest employee feedback is a must have for any smart organisation. However, this can be tricky to do at times; like fear of getting reprimanded by management, or think that their opinion won’t be heard. In this article, we share some great methods to collect employee feedback, and how to tackle these roadblocks.
Your people are your greatest asset, so it makes natural sense that their feedback is vital for any manager to know, and learn from. These four methods will help you along the path to collect valuable insights form your team, and improve the overall culture and well being of your organisation.
Regular employee performance reviews
Talking one-on-one with your employees is a great way to collect employee feedback on engagement and satisfaction, however there can be some drawbacks. If reviews are too far and few, employees might feel like their input isn’t valued, or may not bring up months old issues.
It is important to create an atmosphere of open honesty where they can bring up things without fear of being reprimanded. Employee reviews can be a source of anxiety for some people, so making sure the focus is on a common goal and making language objective can aid this and extract some useful information in the process.
Although one-on-one meetings are necessary, you can also collect employee feedback from holding regular team meetings. It’s sometimes easier to share and give input in a group setting, which is where team meetings can come in handy. Using team meetings as a way to provide feedback can encourage employees to speak up when they feel they have the support of their fellow colleagues.
Regular stand-up meetings can have huge benefits, depending on their structure and how they are performed.
Now before you go and throw out your suggestion box to adopt a snappy new method of obtaining feedback, consider that the anonymity of a suggestion box can provide a great outlet to collect employee feedback. It also lets your employees know that their opinions are welcome outside of other formal feedback collection methods.
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Just make sure to check it regularly and to actually address any issues posted, otherwise it’ll do nothing more than collect dust in the corner, and your employees will feel cheated that none of their feedback was actioned.
If you don’t action feedback from your employees, they will feel cheated and ignored.
Regular employee surveys
Overall, employee feedback surveys are the top method of getting feedback from your employees.
Having said that, there are a few factors to consider when creating surveys to get quality feedback.
- Surveys with broad, over-arching questions such as “Are you satisfied with the company” have the potential to reveal an unhappy employee, but more often than not will invite people to respond with what you want to hear.
- Be careful not to ask ‘leading questions’. If you put words into your teams mouths, they will likely agree out of habit. For example ‘Don’t you love the car parking for staff’ is leading ‘How I feel about staff car parking’ would be more worthwhile.
- Addressing specific topics with targeted questions, is a great way to evoke deeper thought on a subject and gives more potential for an honest answer.
- The frequency of employee surveys is very important. Having only one survey a year can leave employees feeling like they are participating in a formality, and that their feedback will go unheard. It is likely issues that were pertinent a month or more ago would have been forgotten by this time as well.
- Finding a good balance between survey length and frequency can also make filling it out feel like less of a chore and help increase the quality of the feedback.
By using some of the methods above, you can work towards creating more engaged employees and a culture that support your company’s values.
Managers across the globe know that it is paramount to collect employee feedback. Doing so can yield great insights and lead to brilliant changes that can improve overall team performance, and in turn company profits.
Why not utilise feedback from your company’s greatest assets, your employees, and make changes for the better. Good luck!
Ah, performance review season! Hopefully you’re hopping into this stretch with a confident step. But, if you’re not that’s normal, too—you’ll probably want to read this and this to get your nerves under control.
Odds are that you’re reading this because you’ve been asked to write a self-review before your formal one. Or, if not that, your boss is sending vague requests like, “Plan on discussing your progress this year. Bring a few examples on paper.”
This can be intimidating—maybe you’re not sure what to talk about, or maybe you’re a horrible writer and can’t imagine churning out complete sentences about yourself, or maybe you’re unsure of how honest you should really be.
Don’t stress—here’s everything you need to know.
What’s a Self-Review?
As the name suggests, this is your opportunity to look back on and document your past performance as well as pave the way for future growth and opportunity in your current role.
What makes a good self-review? “One that’s honest and admits both your wins and any shortcomings—and not just if there were shortcomings, but how you grew from them and how you would do things differently,” says The Muse’s Director of HR Shannon Fitzgerald.
Why Do Companies Do Them?
No one knows what you do on a daily basis better than you, so companies want to hear it straight from you. Since it’s considered in tandem with your manager’s review (and sometimes even peer reviews), it helps HR see whether you’re keeping up with your responsibilities and if any red flags need to be addressed. And, it brings in an element of fairness by letting you tell your story (and not just taking your manager’s word for it).
“We’re looking to see consistency between the manager and employee. If the manager says one thing and the employee says another thing then there’s a disconnect that we need to intervene,” says Fitzgerald.
HR might also look for trends. Has the employee mentioned a certain type of feedback several times? Or hinted at getting a promotion for the past couple cycles? These signs are worth looking into.
HR might also look for trends. Has the employee mentioned a certain type of feedback several times? Or hinted at getting a promotion for the past couple cycles? These signs are worth looking into.
Your manager is also looking at your self-review to see how you want to grow. So, the more you can provide, the easier it’ll be for your boss to take action and help you get there.
How Will it Benefit Me?
For one thing, it’s a great way to track your accomplishments and goals and have them all in one place.
For another thing, it’s a nice chance for you to become more self-aware. By having to actually list out what you’ve done, where you want to be, and how you’ll get there, you’re putting your career into perspective and giving yourself a chance to really carve out your path.
Maybe you’re struggling to work well with your boss, or prioritize assignments, or hit deadlines. You can use your self-review as a chance to explain yourself but also bring these problems to light so they can be resolved.
Finally, it’s a great jumping off point for improving a challenging situation. Maybe you’re struggling to work well with your boss, or prioritize assignments, or hit deadlines. You can use your self-review as a chance to explain yourself but also bring these problems to light so they can be resolved.
How Do You Go About Writing One?
Chances are if you’re asked to complete a self-review, HR has given you some direction or prompt to get started.
However, if that’s not the case, these questions are a great place to start:
- What projects have you enjoyed working on the most, and why?
- What projects are you most proud of?
- What are the things you’ve learned?
- What are some things you would have done differently looking back?
- What has your boss done to help you do your job better? What could they do differently?
- Did you receive any feedback during the review period, either from your boss or your peers, that resonated with you? Why?
- What upcoming projects are you excited about?
- Do you feel like you’re adding skills to your resume? If not, what would you like to add?
- What areas would you want more feedback on?
If you walk into your meeting with solid answers to the above when your boss just asked you to “start thinking about the wins and losses of the past year,” you’ll instantly look like someone who takes their career seriously and should be considered an all-star on the team.
Now, in terms of actually putting pen to paper, Fitzgerald suggests starting with bullet points and building a story from there. If you’re not sure what you’ve done, turn to documentation for reference—emails, your calendar, meeting agendas, to-do lists, notes from your check-ins or one-on-ones.
If you’re not sure what you’ve done, turn to documentation for reference—emails, your calendar, meeting agendas, to-do lists
In addition, if you work collaboratively, email a few co-workers and ask them what accomplishments they can think of off the top of their head (and if you want to win all the self-awareness points, also ask them what area they think you can most improve in: skills and training, organization, or communication).
Plus, you should “always look back on the last review and what you said you would do,” adds Fitzgerald. Have you accomplished any of those goals?
“It’s also helpful to talk it over with someone,” she suggests. “Talk to a friend about it, and after you organize your thoughts it’ll be easier to just regurgitate on paper. And it doesn’t have to be done in one sitting. As soon as you’re done, wait and read it again the next morning and see if it still holds true.”
The last point is key: Make sure you’ve looked it over with fresh eyes before submitting it.
Oh, and another point—don’t lie. One, because your company can’t help with what they don’t know. And two, you’re human, so you definitely have room to grow and your boss probably has a few thoughts on those areas. So, you look far more professional if you point them out before they do.
“I’ve had people say, ‘Why wouldn’t I just always put a glowing review? Why would I want my manager to think any less of me?’ But if you put something really glowing but you have areas you need to improve on, it may just look like you have a potentially serious blindspot,” says Fitzgerald.
Not to mention, a “perfect” review also puts you in a tough place—you’ll never be able to live up to it. So, it’s just easier to be honest and transparent.
Want a little more help? We made this handy self-review worksheet that’ll make it way easier to get your thoughts on paper.