Managers Inspire Better Performance with Better Employee Performance Reviews, Says Impact Achievement Group

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Annual reviews more meaningful with a process in place based on specific job requirements, measurements.

Being a team player sounds great, but teamwork is almost always not the goal. It might contribute, but often the goal is much more specific.

The annual employee performance review is overwhelmingly disliked by managers and employees alike. Yet with an approach based on clear measurements and communication, the annual review can contribute to increased productivity and moral, according to Impact Achievement Group.    

Too often, company managers must rely on generic forms to evaluate staff, measuring characteristics like "team player" and "initiative". Along with being subjective, such characteristics are frequently not the goal.

"Many companies don't differentiate between admirable social characteristics and the goal they want their employees to achieve," said Julie White, Ph.D., senior managing partner of Impact Achievement Group, an industry leader in leadership development and performance management consulting. "Being a team player sounds great, but teamwork is almost always not the goal. It might contribute, but often the goal is much more specific."

For instance, to improve their customer experience, a computer manufacturer may want a more streamlined transition for calls between their front line customer support team and their advanced technical support center. Making that smooth transition as the focus for performance is the goal, and can be more objectively measured and evaluated.

Companies do better when creating an employee performance evaluation process that is driven by specific job requirements. Employees are more motivated when they are evaluated on their contributions critical to their job - not the tasks of the job. Are they increasing their sales? Then the company should evaluate the sales volume, not the number of cold calls or email marketing campaigns.

A key question companies can ask to clarify the job requirements is to continually ask why they have the job. This focuses in on the key contributions for the specific role.

More information on improving the performance evaluation process is described in an article by Dr. White and co-managing partner Rick Tate of Impact Achievement Group in an article in HR Executive Online, "It's Not about the Form!" at
http://www.hreonline.com/HRE/story.jsp?storyId=90796222.

About Impact Achievement Group
Impact Achievement Group (http://www.impactachievement.com) is a training and performance management consulting company that provides assessments, coaching, story-based interactive workshops, and simulations for managers at all levels of organizations worldwide. Impact Achievement Group helps companies dramatically improve management and leadership competency for bottom-line results. Company experts and co-authors of "People Leave Managers…Not Organizations," Rick Tate and Julie White, Ph.D. are internationally recognized authorities in leadership development, human performance, service quality and communications.

Contact:
Lee Klepinger                    
888/248-5553    
leek @ impactachievement.com

Gail DeLano
Fisher Vista/HRmarketer
831/685-9700
gdelano @ fishervista.com

This press release was distributed through eMediawire by Human Resources Marketer (HR Marketer: http://www.HRmarketer.com) on behalf of the company listed above.

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Lee Klepinger
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