Section 3: Assessment and Evaluation

Section 3: Assessment and Evaluation

“Managing Performance … Planning and Goal Setting Process … Coaching and Feedback … Evaluation and Measurement”
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Summaries

  • Assessment and Evaluation > 3.0 Weekly Overview > Welcome to Week 3
  • Assessment and Evaluation > 3.0 Weekly Overview > Study Plan Week 3
  • Assessment and Evaluation > 3.1 Managing Performance > Basics of Evaluating and Assessing Employees
  • Assessment and Evaluation > 3.3 Coaching and Feedback > Coaching and Feedback
  • Assessment and Evaluation > 3.4 Evaluation and Measurement > Evaluation and Measurement-Part 1
  • Assessment and Evaluation > 3.4 Evaluation and Measurement > Aspects of Being Effective in Performance Management
  • Assessment and Evaluation > 3.5 Weekly Insights and Conclusion > Weekly Insights
  • Assessment and Evaluation > 3.5 Weekly Insights and Conclusion > Weekly Insights

Assessment and Evaluation > 3.0 Weekly Overview > Welcome to Week 3

  • Welcome to Week 3, and I am sure, by now, you are, kind of, getting into the groove for the course.
  • This week our focus is going to be on an area which is very controversial, very subjective, but very critical as managers.
  • That’s assessing and evaluating your direct reports.
  • Just a gentle reminder that next week is really a week that we are opening up on the discussion forum.
  • If you have questions, thoughts, ideas, please post, and I will take time off to be able to respond to your queries.

Assessment and Evaluation > 3.0 Weekly Overview > Study Plan Week 3

  • I hope that the study plan for Week 2 has helped you to manage your time better.
  • This is a very central role for any first-time manager.
  • If you really have to handle this process well, a deep understanding of the certain facets is very important.
  • I want you to draw upon your experiences as you will gain more by reflection on what we deliver in this week.
  • I would encourage you to attempt all the review questions, as well as the graded questions.
  • The deadline to submit the graded questions is 12th of April.
  • Once again, don’t forget to download the study plan which we have created for you.

Assessment and Evaluation > 3.1 Managing Performance > Basics of Evaluating and Assessing Employees

  • One of the key aspects of being a first-time manager is evaluating and assessing the performance of employees. I’m sure, term”performance” is used very widely in your organizations.
  • We talk about individual performance, we talk about team performance, we talk about unit performance, and we talk about organizational performance.
  • These strategies are then translated into plans, objectives, and then they are assigned as key responsibility areas or key performance areas, in some cases, called key performance indicators to each employee in the organization.
  • Performance Management is a process by which managers, supervisors, and staff work towards gaining a shared understanding of the organizational goals and align employee action with the firm’s goals.

Assessment and Evaluation > 3.3 Coaching and Feedback > Coaching and Feedback

  • The next stage of the performance management process is coaching and feedback.
  • To my mind, if there’s been one big takeaway in the years I have spent consulting and training with organizations, I find that coaching and feedback is the most critical aspect of leadership development.
  • Let me pause for a minute to explain what do I really mean.
  • By now, as first time managers, you have recognized that you cannot do everything alone.
  • All this can happen only when you coach your employees well.
  • Two critical ingredients are necessary to do good coaching.
  • Without doing a good job of review and feedback, there is no way that you can be an effective coach.
  • In some sense if I look at this entire course on introduction to people management for managers like you, and if you were to ask me what is that one big takeaway that I would expect that you would do, as you complete the entire course is to reflect on your own capability to coach others because in coaching lies your own personal growth.
  • When you get into a coaching context as a manager, you need to always be prepared with four questions.

Assessment and Evaluation > 3.4 Evaluation and Measurement > Evaluation and Measurement-Part 1

  • As a manager, how you present your assessment of the performance goals, the expectations that you had from the employee and your measurements.
  • One advice that I would give new managers and first-time managers is that please take a good look at your performance appraisal format.
  • Only if you understand the document will you be able to calibrate what you’ve done as performance goal setting, what you have as organizational constraint analysis, what have you as personal constraint analysis and the feedback that you intend to give the employee in terms of improvement, all of these need to be put together and presented cohesive and comprehensively in the document.

Assessment and Evaluation > 3.4 Evaluation and Measurement > Aspects of Being Effective in Performance Management

  • First, you need to have clarity and understanding of the context in which the employee is performing the job when you’re setting goals for team members.
  • Second, you need to have the ability to observe and monitor performance of employees on an ongoing basis and periodically review their performance.
  • Thirdly, you need to be able to make judgments on individual performance so that you can give feedback to employees meaningfully and also focus on improvement of employees.

Assessment and Evaluation > 3.5 Weekly Insights and Conclusion > Weekly Insights

  • I often find that delegation is the most difficult thing for first-time managers. I make sure that I say”by when” and what do I mean by the “what”.
  • Welcome to this MOOC Ramya, and good to have you with us! Ramya: Thank you, professor! It’s a pleasure to be here and to share my experiences with all of you.
  • Professor: Thank you, thank you! So, Ramya you finished one year and I am sure you’ve had a chance to go through the performance management and evaluation process.
  • Like we say, much of management is really skills, yeah? So, it’s just acquired through practice, yeah? But I think the two comments that you made, which I am sure several of the participants who are taking this will need to reflect on is this whole question about am I being fair? Am I being just? Yeah? Because at the end of the day, like you said, all of us want to be fair in our role as managers, yeah? And the second one is really, how do I give feedback both positive and negative in the way that I intend to them to get it, yeah? And I think those are the two challenges that are fundamental to performance, to evaluating anybody’s performance, yeah?”.

Assessment and Evaluation > 3.5 Weekly Insights and Conclusion > Weekly Insights

  • I often find that delegation is the most difficult thing for first time managers. I make sure that I say”by when” and what do I mean by the “what”.
  • In successful and not so successful managers is really the capability to make tough decisions.
  • Who better than him to spend some time with us talking about first-time managers and his experiences with them? We’ve had experiences of some first-time managers who get too much into this relationship case and are not able to either give direct feedback to individuals.
  • How would you help such a manager who is not able to give direct feedback to the team and wants to be seen as popular? Yeah.
  • I think it has to first to do with making the person self-aware and that’s where the organizational ecosystem, whether it’s the people in nature or it’s their, you know, skip-level manager for the first time manager.
  • ” This awareness helps and at the time of critical decision making, I think, even if this is playing at the back of the mind that, you know, “I have this weak side and I’m aware of it,” then the person is better equipped to have work-arounds around that.
  • Apart from this, I think, feedback from both his team members and the skip-level managers are very, very critical in this.
  • I think what is most important, from Mr. Soni’s conversation, to take away is, “Are you self-aware?” Now, how does one become self-aware? I think every single day we get feedback from a variety of our stakeholders and these stakeholders sometimes directly tell us what we did right or what we did wrong, or sometimes, actually, give us clues and indications about what we could have done differently.
  • How much are we able to capture and understand the clues that people give us when they say that, “Maybe you should have done this differently.

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