Emotionally Intelligent Performance Evaluations
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The document outlines strategies for implementing emotionally intelligent performance evaluations, emphasizing alignment with an organization's mission and incorporating emotional intelligence competencies. It highlights the importance of effective feedback, coaching, and the development of personal and interpersonal skills in order to foster a collaborative workplace culture. Lastly, it suggests action plans for improvement and the recognition of strengths as key elements in enhancing overall employee performance.
Emotionally Intelligent Performance Evaluations
- 1. EMOTIONALLY INTELLIGENT PERFORMANCE EVALUATIONS Leadership Retreat Presenter: Dr. Maynard Brusman San Francisco, California 2011 Copyright © 2011 Dr. Maynard Brusman. Working Resources. All Rights Reserved.
- 2. Learning Objectives l Align the performance evaluation process with the firm’s mission, vision, and values l Understand key emotional intelligence competencies l Increase comfort with performance review conversations l Identify the core message employee should remember after the conversation l Practice coaching employees on future desired performance focusing on strengths
- 3. EMOTIONALLY INTELLIGENT PERFORMANCE EVALUATIONS Self-Assessment
- 4. PERFORMANCE EVALUATION DEFINITION Performance evaluation is the process of evaluating a staff member’s performance, considering future goals, and addressing any training or development needs
- 5. PURPOSE OF PERFORMANCE EVALUATION l Feedback l Promotion l Performance improvement l Coaching & mentoring l Development & training l Career Advancement
- 6. A GREAT PERFORMANCE EVALUATION SYSTEM 1. Performance Planning 2. Performance Execution 3. Performance Assessment 4. Performance Review
- 7. JOB ANALYSIS l Essential goals and objectives upon which performance will be evaluated l Success-Factor Definitions and Descriptions l Describes performance in behavioral terms
- 8. CORE COMPETENCIES l Competencies are behaviors that distinguish effective performers from ineffective ones l A competency model depicts a set of desired behaviors for a particular job position or level l Job competencies are the specific skills, knowledge, and abilities required to accomplish any given task at work l Competencies are key to culture change • Personal/Interpersonal and Technical Skills Competencies
- 9. EVALUATION FORMS 1. Personal-interpersonal (EQ) competencies 2. Job-specific competencies 3. Key job responsibilities 4. Goals and major projects 5. Summary of achievements to further mission, vision, and values
- 10. EVALUATION FORMS l Focus on behaviors and results l Best-practice organizations evaluate employees based on core competencies
- 11. GOALS l Emphasize results l Measurable l Challenging l Linked to mission l Mutually agreed upon
- 12. HOW DO YOU MOTIVATE PEOPLE? l Provide recognition of good performance any time it’s encountered l Enable employees to find meaning in their work l Create a compelling vision l Provide interesting work l Develop a collaborative and team-based culture
- 13. GIVING FEEDBACK l Learned and part of firm’s culture l Everyone’s responsibility l Balance positive and negative feedback l Focus on specific examples of behavior l Timely l Contracting
- 14. CONVERSATION STRATEGIES l Be appropriately sociable l Ask for employee’s self-appraisal first l Present your evaluation l Confirm employee’s understanding l Discuss agreements and disagreements l Discuss goals and action plans l Remove obstacles
- 15. EFFECTIVE CONVERSATIONS l Employee does most of the talking l Intense effort to listen l Problem-solve l Comments based on specific behavior l Appreciative inquiry questions
- 16. FOCUS ON STRENGTHS l “Now Discover Your Strengths”
- 17. CORE MESSAGE l What is the single most important message?
- 18. COACHING l Providing and clarifying direction l Encouraging the development of performance goals l Giving feedback and listening l Motivating l Removing barriers and providing resources
- 19. RECEIVING FEEDBACK l Welcome feedback l Proactive in seeking feedback l Be open to change l Listen to feedback from everyone l Multi-rater 360-degree feedback
- 20. Emotional Intelligence is the ability to… l recognize our own feelings and those of others, motivate ourselves, and manage emotions well in ourselves and in our interpersonal relationships.
- 21. RESEARCH l Up to 90% of the difference between outstanding and average leaders is linked to emotional intelligence. EQ is twice as important as IQ and technical expertise combined, and is four times as important in overall success. l Research by the Center for Creative Leadership found the primary cause of derailment in executives involves deficits in emotional competence. 1. Change 2. Teamwork 3. Interpersonal Relations
- 22. WHY DEVELOP EMOTIONAL INTELIGENCE? l More than 50% of employees lack the motivation to keep learning and improving. l Four in 10 people cannot work cooperatively. l 70% of all change initiatives fail because of people issues – inability to lead, lack of teamwork, unwillingness to take initiative, and inability to deal with change. Hay Group
- 23. EQ vs. IQ EQ key to success in the business world l EQ is the ability to bring people together and motivate them l EQ is the trust to build productive relationships l EQ is the resilience to perform under pressure l EQ is the courage to make decisions l EQ is the strength to persevere through adversity
- 24. EQ vs. IQ l EQ is the vision to create the future l EQ is a skill. Skills can be learned l Employees in an emotionally intelligent company empowered to contribute fully l Emotionally intelligent organization creates innovative products & services, and exceptional customer loyalty
- 25. Five Competencies of Emotional Intelligence at Work l Self-Awareness-Ability to recognize and understand your moods, emotions, and drives, as well as their effect on others l Self-Regulation-Ability to control impulses and moods l Motivation-Passion to pursue goals with energy l Empathy-Awareness of others’ feelings l Social Skill-Proficiency in managing relationships
- 26. The Peter Principle and EQ l People are frequently promoted to their level of incompetence l Individuals are often promoted because of their technical expertise, when the needed skills are managing people l The technical expert can become a poor boss
- 27. EQ GREMLINS l Fear l Avoid Conflict and Challenge l Negative Internal Dialogue l Unrealistic Expectations l Blaming Others
- 28. INTERPERSONAL SKILLS l Focus on behavior l Build self-esteem l Solve problems collaboratively l Listen actively l Probe for understanding l Positively reinforce desired behaviors
- 29. SYSTEMS THINKING l Redesign processes and systems that generate outcomes and results
- 30. ABOLISHING PERFORMANCE APPRAISALS l “Performance appraisals are the bloodletting of today’s management” Steven Covey Develop win-win agreements based on trust, listening and communication
- 31. ACTION PLAN l Identify 3 strengths l Identify 3 growth areas l Develop a plan to improve specific skill l Move action forward with a coach
- 32. UNLEASHING OUR POTENTIAL “Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that frightens us.” Marianne Williamson
- 33. Social Media l Connect with me on these Social Media sites. http://twitter.com/drbrusman http://www.facebook.com/maynardbrusman http://www.linkedin.com/in/maynardbrusman http://www.youtube.com/user/maynardbrusman
- 34. Dr. Maynard Brusman Consulting Psychologist & Executive Coach Working Resources San Francisco, California Tel: 415-546-1252 E-mail: mbrusman@workingresources.com Web Site: http://www.workingresources.com Subscribe to Working Resources Newsletter: http://www.workingresources.com Visit Maynard's Blog: http://www.workingresourcesblog.com