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© 2010 Administrative Sparkle Blog
I believe everybody should have a personal Code of Ethics or Code of Conduct. I also believe every company should have a Code of Ethics, Code of Conduct, and/or Mission Statement; every employee should have easy access to locating it; and any client should be able to easily locate it on the business website when considering doing business with them. Okay, with that said, I was really surprised at how difficult it was to search for Code of Ethics, Code of Conduct, and Mission Statements. Absolutely, without a doubt, surprised. Really tough to find.
I then adjusted my search criteria to specific organizations to see if they provided a Code on their website. Some are easier to find than others and you may have to look for them under related terms that may apply. I am posting some examples here for those I found interesting.
Example 1: Marines
My first example is that of the United States Marines, knowing that our military live by a Code.
“Honor: Honor requires each Marine to exemplify the ultimate standard in ethical and moral conduct. Honor is many things; honor requires many things. A U.S. Marine must never lie, never cheat, never steal, but that is not enough. Much more is required. Each Marine must cling to an uncompromising code of personal integrity, accountable for his actions and holding others accountable for theirs. And, above all, honor mandates that a Marine never sully the reputation of his Corps.
Courage: Simply stated, courage is honor in action — and more. Courage is moral strength, the will to heed the inner voice of conscience, the will to do what is right regardless of the conduct of others. It is mental discipline, an adherence to a higher standard. Courage means willingness to take a stand for what is right in spite of adverse consequences. This courage, throughout the history of the Corps, has sustained Marines during the chaos, perils, and hardships of combat. And each day, it enables each Marine to look in the mirror — and smile.
Commitment: Total dedication to Corps and Country. Gung-ho Marine teamwork. All for one, one for all. By whatever name or cliche, commitment is a combination of (1) selfless determination and (2) a relentless dedication to excellence. Marines never give up, never give in, never willingly accept second best. Excellence is always the goal. And, when their active duty days are over, Marines remain reserve Marines, retired Marines, or Marine veterans. There is no such thing as an ex-Marine or former-Marine. Once a Marine, always a Marine. Commitment never dies.”
http://www.usmcpress.com/heritage/corp_values.htm
Example 2: CDCR
My second example is for the State agency I work for:
Vision
With our partners, we protect the public from crime and victimization.
Mission
We enhance public safety through safe and secure incarceration of offenders, effective parole supervision, and rehabilitative strategies to successfully reintegrate offenders into our communities.
Values
SERVICE
We serve and are responsible to the public. We value their trust and invite their involvement.
LEADERSHIP
We serve as positive role models and foster an environment that supports a balance between professional development, professional job performance, and personal wellness.
INTEGRITY
We conduct ourselves professionally through fair, honest, and ethical behavior. We have the courage to do what is right, even in the face of adversity.
ACCOUNTABILITY
We accept responsibility for our actions and decisions as well as their consequences.
RESPECT
We respect each other’s differences and treat others with courtesy, dignity, and consideration.
TRUST
We are people of character. We keep our word and honor our commitments.
COLLABORATION We work with our stakeholders as partners to support mutual understanding of ideas and open exploration of our differences.
http://www.cdcr.ca.gov/About_CDCR/docs/mission.pdf
Example 3: IBM
My third example is that of a major international company, IBM. You will find the link after the writing that displays the IBM policies. To include all of that would be lengthy here.
Business conduct & ethics
IBM is committed to principles of business ethics and lawful conduct. It is IBM’s policy to conduct itself ethically and lawfully in all matters and to maintain IBM’s high standards of business integrity.
Employees must at all times comply with IBM’s business conduct and related guidelines. Violation of any IBM guideline is cause for discipline, including dismissal from the company. Employees should consult their management immediately if they have any question whether their actions could violate an IBM guideline.
Furthermore, it is IBM’s practice to voluntarily and promptly disclose known violations of government procurement laws to appropriate officials of government. In the event that IBM benefited economically from such known violations, it is our practice to reimburse the government customer accordingly. IBM employees should immediately make known to appropriate levels of management, either directly or through the Open Door or Speak-Up programs, any and all allegations of violations in connection with any government contract.
The Senior Vice President and General Counsel is responsible for providing specific instructions regarding business conduct and ethics and, as appropriate, directing periodic reviews, including business conduct guideline certification programs, to ensure compliance. Each operating unit or subsidiary is responsible for implementing such instructions, including administering certification programs.
http://www.ibm.com/ibm/responsibility/policy2.shtml
Example 4: IAAP
What began my research in this was seeking out a professional Code for administrative professionals. This is the only one I could track down, the professional organization International Association of Administrative Professionals (IAAP):
Code of Ethics for Administrative Professionals
(Preface note: The International Association of Administrative Professionals® defines administrative professionals as “individuals who are responsible for administrative tasks and coordination of information in support of an office related environment and who are dedicated to furthering their personal and professional growth in their chosen profession.”)
Recognizing that a position of trust imposes ethical obligations upon administrative assistants, office coordinators, executive secretaries and other types of administrative professionals to act for benefit of employers, clients, and the public, members of the International Association of Administrative Professionals (IAAP) established and promulgated four standards of professional conduct and resolve to be guided by them as embodying the ethical ideals of their profession.
The development of a Code of Ethics demonstrates that the administrative support profession accepts the obligation to engage in self-discipline and accepts the responsibility and trust earned by administrative professionals throughout past generations.
Each administrative professional has a personal obligation to support and follow the Code, recognizing that the greatest penalty possible for its violation is loss of the respect of professional colleagues and the trust of employers, clients, and society.
Ethical behavior is encouraged by both the Code and the profession. An administrative professional’s personal ethical behavior may often exceed the requirements of the Code, which do not demand less than the law, and often exceed those of the law. Persons found guilty of violating laws will be considered in prima facie violation of the Code and may be censured or otherwise penalized by the association or profession.
1. The administrative professional shall act as a trusted agent in professional relations, implementing responsibilities in the most competent manner and exercising knowledge and skill to promote the interests of the immediate and corporate employer.
The immediate employer shall be considered to be the person or persons who, by an established and predetermined arrangement, receive directly the agreed upon services of the administrative professional. The corporate employer shall be considered the entity (company or organization) providing the administrative professional’s compensation. In cases where the immediate employer does not provide compensation for the administrative professional, the administrative professional’s principal obligation shall be to serve the corporate employer. In serving the immediate employer, however, the administrative professional shall not act contrary to interests of the corporate employer or to public safety and welfare or in such a way as to impair the dignity and status of the profession.
The administrative professional shall strive to avoid conflicts of interest with the immediate employer whenever possible, but if such conflicts cannot be avoided or resolved, the administrative professional shall fully disclose to the immediate employer and all interested parties the relevant reasons and circumstances.
Communications and information either given in confidence or such that confidentiality is required to serve the best interests of the immediate employer shall not be revealed by an administrative professional unless permission to do so is granted by the immediate employer or continued confidentiality is harmful to the corporate employer, client, public, or profession. Testimony in a court of law regarding confidential matters should be given only under the immediate or corporate employer’s authorization, under legal compulsion, or to protect the public from harm.
The administrative professional will assume responsibilities only when qualified by training and experience and shall inform the immediate or corporate employer concerning any lack of qualification which might harm the interests of the employer or impair the administrative professional’s capacity to serve such interests.
In acting as agent for an immediate employer, the administrative professional shall strive to accurately and honestly represent the views and interests of the immediate employer as well as the views and interests of those who seek to contact or influence the immediate employer, and shall not distort or misrepresent such views and interests, whether for personal advantage or to protect the employer from unwelcome information.
The administrative professional shall respond to those seeking the immediate employer’s professional attention with impartial courtesy and consistent good will, recognizing that by the administrative professional’s demeanor the immediate employer will be judged.
When entrusted with funds or material goods essential to serve the employer, an administrative professional shall never appropriate or use such funds or goods for personal or nonprofessional purposes, and an administrative professional shall never use the employer’s facilities or time for the pursuit of such purposes without the express consent of the immediate employer.
The administrative professional shall not accept outside employment or accept any form of compensation from outside sources which would impair the efficiency and effectiveness of the administrative professional or which would be in conflict with the employer’s welfare.
2. The administrative professional shall strive to maintain and enhance the dignity, status, competence, and standards of the profession and its practitioners.
The administrative professional, when applying for or being listed for employment, shall not make exaggerated, misleading, or false claims concerning training or qualifications. When judging the qualifications of other persons, whether in providing references, assisting with assignments, or evaluating performances, the administrative professional shall strive to provide fair and objective appraisals and shall attempt to avoid any false, malicious, or indiscriminate injury to or criticism of the professional reputation or work of others.
The administrative professional will cooperate with other administrative professionals in extending public knowledge and appreciation of the profession and its achievements and will strive to protect it from misrepresentation and misunderstanding.
The administrative professional shall strive to improve the standards of the profession by belonging to a professional association, attending and encouraging others to attend professional meetings, exchanging knowledge and information with other administrative professionals, and by achieving and encouraging others to achieve the Certified Professional Secretary® or Certified Administrative Professional® rating.
3. The administrative professional shall insist that judgments concerning continued employment, compensation, and promotion be based upon professional knowledge, ability, experience, and performance.
The administrative professional shall strive to improve working conditions and to ensure equal employment opportunities within the profession and throughout the organization by which employed.
The administrative professional shall refuse to cooperate with or condone by silence the actions of coworkers or employers who misuse their positions for personal, nonprofessional advantage
The administrative professional shall resist, and if necessary report to the proper authorities, instances in the workplace of harassment for reasons of sex, creed, race, or age.
The administrative professional shall inform the employer concerning any changes in conditions of employment, including fringe benefits, which encourage inefficiency or make difficult the proper performance of prescribed assignments.
4. The administrative professional must consider the promotion and preservation of the safety and welfare of the public to be the paramount duty.
The administrative professional, in addition to sharing with all concerned citizens an obligation to promote the general welfare and safety, has a special obligation to cooperate with and promote the interests of other allied professions and to exercise particular concern for those directly affected by the actions of employers served.
If requested or required by an employer to engage in or passively condone activities which are contrary to the public safety or welfare, the administrative professional shall indicate clearly to the employer the possible harmful consequences and, if such activities continue, the administrative professional must either resign or notify the proper authorities.
The administrative professional is obliged, before reporting to the proper authorities actions contrary to the public interest, to determine that the factual evidence is correct, to be motivated by no desire for personal benefit or vindication, and to inform the employer of such an intention unless doing so will be harmful to the public.
http://www.iaap-hq.org/resources/workplace/ethics.htm
IAAP also provides a Code of Conduct in participating in their website groups. I would suggest them as a great professional organization resource to look into joining. Also add them in your Facebook. I did.
As I mentioned in the start, everyone should have a Code. Standards that reflect an individual’s morals, values, conduct, mission, and vision. It inspires us to hold ourselves to a higher standard, giving us a template of behavior to live by and aspire to, give ourselves accountability, and not traverse through life randomly, but with purpose. Saying this, I would be a dope not to put together my own Code. So, with that said, I will let you know when I post that. I will either post that on my Philosophy page or probably create a specific page just for that purpose.
Tools: Entrepreneur
In my search and destroy mission, I uncovered a great article by Entrepreneur called, “Developing a Code of Ethics.” [Suggestion… Subscribe, put them on your feedreader, whatever. They are a great resource of information. I have them linked in my sidebar under Magazines. Check them out.] This write up covers everything you want to include in your Code.
http://www.entrepreneur.com/tradejournals/article/132085592.html
Tools: Franklin Covey
You can build a mission statement directly online with Franklin Covey’s Mission Statement Builder at http://www.franklincovey.com/msb/. [Suggestion… Subscribe to their Go Blog, put them on your feedreader, whatever. They are a great resource of information. I have them linked in my sidebar under Blog Roll. Check them out.]
Tools: Oprah
While you’re at it, create a Dream Board. You can also do this online with Oprah’s “O Dream Board: Envision Your Best Life.” http://www.oprah.com/packages/o-dream-board.html. [Suggestion... Subscribe to Oprah.com. Lots of great, inspirational information is provided, covering a range of topics.]
Conclusion
I covered quite a bit on this piece. Lots of links referencing some outstanding information. Bing and Google, you are my friends. I hope this inspires you. Inspires you to bring up your game. Let people know what you stand for and believe in. What you won’t compromise and that you hold yourself accountable above all else.
I also hope you will contribute your own suggestions and links to share in the Comments. And if you enjoyed this article and it inspired you to create your own Code of Ethics, Code of Conduct, Mission, Values, and/or Vision, share with your colleagues or share on your Twitter with one of my Sexy Bookmarks located at the bottom of this post. Also, if you decided to create your very own and post it on your website or one of the many social media sites, share your link in the Comments as well. Would love to come by and show you some Love.
With great affection,
1. Craigslist. You can search for jobs in your location in “Jobs,” you can post your resume in “Resumes,” you can post your services in “Services,” “Gigs” also offers some interesting opportunities as well, as well as searching by keyword(s).
2. Be specific. Is there a particular industry or company you would like to look for? Go straight to their website. Most companies have an “Employment” page. If it is by industry, make a list of the companies in your area and find their website for their employment page.
3. Search Google for “Best Companies to Work for in [City] [State]. That’s where you put the city and state you are looking to work. In Sacramento we have a magazine called Sacramento Magazine that does an issue called Great Places to Work. Many major cities will have a similar magazine for the locals to get to know and enjoy their city.
4. Attend Chamber of Commerce events. There are events that you can attend for free and you don’t have to be a member. You will be able to get to know some of the businesses that are out there and what they do. It is also an opportunity to network. Just look up your local Chamber of Commerce’s website “Events” or “Calendar.”
5. Network with the people you know. Let them know that if they hear of any opportunities to keep you on their radar. Or if you like the company or industry they work in, ask them questions on what you need to do to apply.
6. LinkedIn. LinkedIn is a social networking site for professionals. You can join groups related to what it is that you do, you can list on your page that you are looking for job opportunities. There is a tab for jobs that relate to keywords that you list that will populate on your Home page if anyone lists a job opportunity. There is a “Find Jobs” tab to search job opportunities posted on LinkedIn. In the “More” tab you can find Events.
7. Government. Check out your local government. There is city, county, state, and federal. There is a bit of hoop jumping to these and the process can take some time, but it is well worth pursuing just to add more opportunities to your basket of eggs. You can also go to the USAJobs website. They won’t list everything available to the city, county, state, and federal, but the details of the job will provide you with links you can go to in the different areas of government service. Search Google to go directly to each government’s website by typing in, “State of [state] jobs,” “County of [county] jobs,” “City of [city] jobs,” and so on.
8. State Employment Office. California has a department call Employment Development Department that has offices where you can use their computers to take a typing test (at no charge for the speed test certificate), use their computers to create your resume and cover letter, and provide you with valuable resources for job and training opportunities.
9. Search. Two really great keyword searches is “[City] job banks” or [City] job listings.” These will provide you with a wide range of links to search.
10. Use your college resources. Many colleges have an employment department and being part of their alumni allows you to have access to their resources. Which reminds me, check out local college and business school websites in their employment section. They are not listed in the government sites and you won’t always find them in newspaper ads. I have rarely come across them in the conventional employment searches, so look up their direct websites. The perks with working for a college or university can include continuing education classes.
There is also the “old school” method by checking out your local newspaper, as well as looking at the smaller papers. Sacramento has a great paper call the Sacramento News & Review that is published weekly with information, event listings, and job ads. Also Yahoo and Monster. I wanted to give alternatives that would not necessarily have quite the volume of response, but would not discount these resources. The problem I have with using Yahoo, Monster, and newspaper ads is that, more than ever before, the ads listed are from employment agencies or temp services and wanted to minimize those in your search.
I hope this list gave you some ideas that you would not have thought of and expands your job search base. Jobs aren’t in just one place anymore, being the local newspaper back in the day. They are all over. Part of the responsibility of finding a job is seeking out and researching all your available resources. It is up to the job seeker to do their due diligence in what it takes to find your job.
Ultimately, make sure that you have your resume done well. It does not need to be done “professionally,” but it does have to be clean, organized, and error-free when it comes to spelling and sentence structure. Make it easy for the employer to scan over your resume and quickly assess the skills and experience you have to offer. Also, make every effort to have it reflect in your background what they are looking for in the position you are requesting to fill. With regards to the cover letter. A standard letter is fine as long as you have identified it well to personalize the content for the position, industry, and person you are sending it to.
There are still a lot of opportunities out there. Don’t take it personally if you are not selected. Keep going and keep your confidence intact. I never see it as a competition, its about finding the right opportunity and fit that is as individual as each one of us.
If you know someone who would love some additional ideas to get them motivated, take time to send this over to them. They’ll appreciate it. Also, I encourage your comment to give others ideas on what you have found helpful in searching out job opportunities. And, if you could use someone to look over your resume and give you suggestions, it is a service I provide and would be happy to discuss.
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The Question
I received a question that I’m sure most executives want to ask. There are quite a few VA services out there, as well as online services that the executive or business owner can locate and advertise for a virtual assistant. The problem I have with most of these services, is the VA bids on the job, hoping to make, what?, $5 an hour. Not for me. The client does not pay for office space to house me, doesn’t have to provide me with a desk and computer, and doesn’t have to provide me with medical or take care of the taxes associated with employing me. Why would you pay any less than what you would for a traditional assistant.
I don’t really know the track record on many of the assistants on these services. My understanding is many come from overseas and there will be a bit of language barrier. They may be able to speak the language, but the translation and how they may interpret the instructions of the assignment may be less than what you get from a seasoned professional assistant. I’m not necessarily dissing the services, they do provide income for those who are looking for some extra change, and I do mean only “extra.”
My point on this is,
Remember, you get what you pay for.
So don’t pretend to be surprised.
Nevertheless here is the question:
Layne,
Is it possible to provide such a service virtually? I work all over the world, and I’m not so sure.
W
This Was My Response
Sure. Having worked in the standard “cubicle” world for years, the majority of communication, tasks, and assignments go through email now. Email has become so prevalent that you will find that there is less direct communication with the administrative assistant in today’s office. Most of the time I feel I can get more done working from home without the interoffice distractions. With IMing such as Yahoo, if you need to get the attention of your assistant, that would actually work more efficiently because the boss does not have to interrupt their work flow by personally walking to the assistant for requests. Documentation is all electronic as the office has become more paperless to a certain degree.
So you have the ability to communicate on different levels, have less disruption in your own work processes, and receive documents quickly through electronic transfer. You not only get the actual electronic documentation for your records and files, if necessary, all you should have to do is send to print or forward electronically to the party that needs it. You can even permit to have your assistant use an electronic signature and lock up the document or convert to PDF.
There are some tasks that require someone to be in the office, such as filing or meeting and greeting clients. The end result is, when working with a trusted and highly skilled assistant, you save time, money, and the need to babysit the time and activities that an in-house assistant does. When an assistant isn’t busy in the office, you pay for that down time. Sure there is busy work, but the point is, you pay for only the time it takes to get the assignment done. Just communicate clear objectives on the details, expectations, and any deadlines so there is less likelihood of misunderstanding or receiving an assignment that does not meet the criteria you expect. Start with simple projects, develop a relationship, and work up to the more complicated assignments as the you and the assistant become familiar with each others style.
I hope this helps.
Further Thoughts & Costs
I actually got to think about the further details that went into retaining a quality assistant after I posted this. I wrote a college paper that detailed the cost of hiring an employee. Let me list a few:
- Time (is money) for partners to discuss the need to fill the position.
- Time spent putting together the ad to list for hire.
- Cost for the various mediums to use (i.e., want ads in the local newspaper, Monster.com) or if using a medium that is free (i.e., Craigslist), the time to repost until the position is filled.
- Time spent taking and assessing each resume.
- Time spent setting up interviews.
- Time spent in interviews (is there more than one manager included?).
- Time wasted on no-shows (this still happens).
- Time for second interviews.
- Time for hiring process and paperwork.
- Time spent training.
This is just the hiring process. I must admit if you choose to go with a virtual assistant, many of these costs are eliminated or greatly reduced. A manager can research Virtual Assistant services and, as I mentioned above, start them out on simple tasks. Also the work is contracted. You don’t have to keep them for a month to work out the bugs if you don’t want to because you feel that you have invested so much time, energy, and money on hiring this individual, you would have to do the process all over again. Ugh! Also, when it is time to let the person go, with an employee you have to pull a Donald Trump, “You’re fired!” Working with a virtual assistant, at least in the beginning it is understood that the first project or first several projects are a sort of analyzing of whether or not to continue with their services. You can always move on if it’s not the right fit. No hard feelings (if done professionally of course on the sides of both parties).
Working with a virtual assistant is a partnership. Something like dating or marriage. As long as both parties are satisfied with the quality of the relationship it will continue. Keep in mind that the virtual assistant is a business owner as well, they can decline to provide service if they feel that it is not a good match as well. What I like about this scenario is we are talking about providing a relationship that encourages trust and respect. We could all treat each other that way.
What are your thoughts? I thought it was interesting that this person actually works all over the world. Wouldn’t he/she in essence be working virtually anyway? Participate in your comments with your thoughts on the pros and cons of an assistant working virtually or is it really necessary to have someone in your office to get an assignment done properly. Interested in hearing different views.
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A Handy Dandy Checklist
Halogen Software came out with a handy dandy checklist for the manager on “How to Conduct a Successful Annual Performance Review.” I thought it would be a good idea to share with the other side of the review table, the reviewee, and some thoughts on how to be prepared. Or, in the alternative, if your manager conducts a relatively simple review process by simply discussing what you can improve on, you can come to the table with an arsenal of information that is to your advantage and well-prepared to shine.
So I am not taking credit for the initial checklist and will provide the link to their site at the end. Besides, isn’t it nice to have an idea of what management may be evaluating you on, instead of walking out of the interview even more confused and without details of exactly what is expected. It’s the same thing year after year. Lack of communication to help you be better at your job and then feeling deflated and frustrated when it’s all over.
So here we go!
Here’s The Agenda
The Boss:
Set up a date and time for a private meeting with each employee.
Some Ideas:
This allows you to be prepared, the moment of truth arrives. Carpe diem!
The Boss:
You may want to ask your employees to prepare a summary of their accomplishments over the last year, assess their performance of competencies, draft some objectives for the coming year and think about career aspirations. (If your process doesn’t already include self-appraisals.)
Some Ideas:
Make a duty list. List all the things that you do on a periodic, daily, weekly, monthly basis. What are all your duties. List them and keep it up-to-date. Add and delete as your tasks dictate.
The Boss:
Consider your and each employee’s social and communication styles.
Some Ideas:
Are you outgoing and gregarious, but your boss is more nose to the grindstone?
Are you quiet and reserved, but your boss is personable and interactive?
Are you to the point, but your boss is more ambiguous with what they say?
Try to pin down what your boss’s style is and that may help you prepare for how he/she views your communication style. Neither is right or wrong, just different. People seem to gravitate towards those who have a similar working style, because they believe they will get the job done in the manner they think is the right way.
The Boss:
You may also find it helpful to collect feedback from your employees’ peers and/or internal clients. (If your process doesn’t formally include this.)
Some Ideas:
Pay attention to how you treat your fellow colleagues. Pay attention to how you treat the people who do business with your company and the boss. Not everybody’s personalities will mix, but it does mean being professional and courteous to others. If all you do is complain, that will come out. If you are seen as a social butterfly, you may not be seen as industrious. Make note of what your colleagues think of your work and your attitude when it comes to collaborative assignments. Are you considered an asset to be on the team, or someone who needs to be constantly advised of what needs to be done and meeting deadlines.
The Boss:
Review last year’s performance appraisal form and ratings.
Some Ideas:
Take a look at the former year’s appraisal and make notes on what you have done to improve, things you have changed, and actions you have taken to continue to expand on your skills and level of competencies.
The Boss:
Review the employee’s self-appraisal and any feedback from other sources (if requested).
Some Ideas:
Be positive. Don’t be aggressive. Turn negatives into positives by displaying and suggesting what you can do in the future. And ask, specifically, what their expectation is so you can make efforts to strive toward excellence in those expectations.
The Boss:
Review any development plans from the previous year, and ensure they’ve been completed.
Some ideas:
What systems have you created or improved since the previous year. List any expectations that were discussed and be prepared with answers for what you have been doing and are developing in those areas.
The Boss:
Get the new performance appraisal form.
Some Ideas:
You may not get a copy of what the appraisal will discuss. This will hopefully help you prepare. However, if you do receive a form for the review, detail every point clearly and with an attitude of constant improvement and development.
The Boss:
Transfer information about last year’s goals to this year’s form. (If your system doesn’t do this for you automatically.)
Some Ideas:
Review, review, review what was discussed the prior year. They will probably come up as topics again. Note what you have done and how your efforts have improved personally, as well as having actual examples of work that you do that expresses the fact.
The Boss:
Review the rating scales you will use this year.
Some Ideas:
Be fair and try to see it from your boss’s perspective. He/she may not see everything that you do and your level of contribution. You are there to simplify his job. He doesn’t know how you do it, but he always knows when you don’t.
For Each Employee:
Evaluate Previous Year’s Performance
The Boss:
Rate your employee’s demonstration of competencies.
Some Ideas:
What do you think are your greatest skills and achievements? Where do you shine?
The Boss:
Rate your employee’s performance on each of their goals.
Some Ideas:
Have you made professional or career goals? Express them and detail what you have done to move forward on those goals. Did you boss give you clear-cut goals? If so, list what you do to fulfill his/her expectations of improvement. If not, get them from this review so you are prepared to achieve in what are his/her most important priorities. His priorities maybe different than yours and, most likely, are.
The Boss:
Determine an overall rating for their performance last year.
Some Ideas:
What would you give yourself as a performance rating personally? Now, what would you give your performance rating if you were your own boss?
Establish Objectives for the Coming Year
The Boss:
Define goals for your employee that are in line with functional and corporate objectives.
Some Ideas:
Ask for them before leaving your review, a clear and actionable list of goals and expectations. If you are unclear, ask for clarification. This is your job too. You can’t find satisfaction in your job if you feel like you are always missing the mark. Ask.
The Boss:
Define any development plans required to support your employee in completing this year’s objectives or to address skill gaps.
Some Ideas:
Once again, ask. There are times when an expectation is expressed, but you are not given the tools or resources to meet the objective. Have a clear understanding that you both will support the efforts to achieve what is being dictated.
Conduct the Performance Appraisal Meeting
The Boss:
Establish a comfortable environment for the meeting.
Some Ideas:
Be professional, don’t wear anything that can make you uncomfortable, make sure that you have eaten a good breakfast or lunch, and gotten enough rest to be refreshed, mentally alert and prepared.
The Boss:
Review and discuss your performance ratings on competencies.
Some Ideas:
Listen, breath for a moment, and then contribute. Do not get defensive. Try to view it as a collaborative negotiation in which you are both looking for excellence and evolution.
The Boss:
Review and discuss your performance ratings on goals.
Some Ideas:
Listen objectively, stay calm, listen, breath for a moment, and then respond.
The Boss:
Review and discuss overall performance.
Some Ideas:
Same as the last one.
The Boss:
Set goals for the coming year.
Some Ideas:
Make a list of your goals. What you would like to do, create, or contribute. Express educational goals that you would like to do that make you better at your job. Be seen as someone who is always learning and improving.
The Boss:
Set development plans to address skill gaps.
Some Ideas:
If there are certain skills, knowledge, or information that you need, ask if they have programs or financial assistance with getting that training.
The Boss:
Discuss your employee’s career aspirations and set appropriate development plans.
Some Ideas:
Does your employer encourage advancement? If not, set your own. Whether they are in the improvement of your existing job level or something you can develop to take to another opportunity. Knowledge is power and keeps you in the forefront of your competitors.
The Boss:
Complete the administrative paperwork for the appraisal. (If your process is not automated.)
Some Ideas:
Request a copy of the evaluation. They usually have you sign it. Having a copy gives you a blueprint on what you can work on or whether you need to move on.
Throughout the Year
Observe and Coach Performance
The Boss:
Provide feedback and coaching on an ongoing basis.
Some Ideas:
This is where your Duties List comes in handy. Also, keep a list of continued education you have taken, seminars that you have gone to, and any other activities that you are involved in that display your “can-do” attitude.
The Boss:
Manage performance gaps.
Some Ideas:
Are you working in some kind of crisis mode all the time, whether personal or professional? Request input on what can be done to alleviate or minimize it so that your performance and attitude about your work and job can improve.
In Conclusion
Also remember, that you have the chance to evaluate your boss. Maybe not directly, but it’s a good to have a clear idea if that is the work you want to continue doing or the business you want to continue working for. If it’s not, you will have outlined goals that will prepare you to seek out an opportunity that displays your best. You will have created your own agenda in preparing for something better. Remember, you represent your company, good or bad. Life gives you choices, you make the choice!
Here is the link to the website where this initiated:
Halogen Software
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Management is about people skills. I have experience working in a variety of industries, working with great managers and many more very bad managers. Great managers garner the trust and respect from their staff. Great managers have a knack for tapping into a person’s unique gifts and talents and know what makes them shine. They seem to have a way of polishing a “diamond in the rough” that allows them to shine and grow in their position, as well as in self-confidence. They know how to challenge their staff without crushing their spirit. Staff feel they are heard and understood when they talk to their manager. Great managers realize the conduct and actions of who they oversee is a direct reflection. Ultimately, the expectation of the office culture flows top down.
If a manager treats his or her direct reports with respect and professional courtesy, but allows the direct reports to disempower their staff, whose responsibility is it? If there is a high turnover rate, what processes should be in place in creating a conducive, productive, and collaborative environment?
Reactive management responds in the following manner:
- They are reactive: they doubt themselves and blame others.
- They work without any clear end in mind.
- They do the urgent thing first.
- They think Win/Lose.
- They seek first to be understood.
- If they can’t win, they compromise.
- They fear change and put off improvement.
Stephen Covey states,
The more a leader is honored, respected, and generally regarded by others, the more legitimate power he will have with others.
Stephen Covey gives us his ten suggestions “for processes that will increase a leader’s honor and power with others:”
- Be persuasive: commit to stay in the communication process until mutually beneficial and satisfying outcomes are reached.
- Be patient: maintain a long-term perspective and stay committed to your goals in the face of short-term obstacles and resistance.
- Be gentle when dealing with vulnerabilities, disclosures, and feelings that followers might express.
- Be teachable: appreciate the different points of view, judgments, and experiences that followers may have.
- Show acceptance: withhold judgment, giving the benefit of the doubt.
- Be kind: remember the little things (which are the big things) in relationships.
- Be open: give full consideration to followers’ intentions, desires, values, and goals, rather than focusing exclusively on their behavior.
- Be compassionate: in confrontation, acknowledge errors and mistakes in a context of genuine care, concern, and warmth, making it easier for people to take risks.
- Be consistent: do not use your leadership style as a manipulative technique in order to get your own way.
- Show integrity: honestly match words and feelings with thoughts and actions.
Really these are skills that we should all strive to employ in all our interactions with everyone we come into contact with. Rather universal. It about communicating with one another that sincerely elicits respect and encourages building relationships.
