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Performance Appraisals for Partners
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Performance Appraisals for Partners
Discuss workforce management, performance management, retention, communication, motivation, contributing to business results and other topics.
Currently, we have a performance appraisal based solely on numbers - how much they produced vs. how much was expected. But now, the company wants to created a simple form which holds them accountable
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Performance Appraisals for Partners
posted at 7/21/2005 4:03 AM EDT
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Posts: 2
First: 7/21/2005 Last: 8/9/2005 |
Currently, we have a performance appraisal based solely on numbers - how much they produced vs. how much was expected. But now, the company wants to created a simple form which holds them accountable for actually caring for their staff (we're in an accounting firm with high turnover). Any suggestions? |
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Performance Appraisals for Partners
posted at 7/21/2005 5:55 AM EDT
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Posts: 1771
First: 10/24/2002 Last: 9/14/2011 |
I think what your company is REALLY looking for is how well its managers are retaining their staff, not how much the managers love their staff. You won't need to create a separate form for measuring their staff retention performance, all that needs to be done is to add a retention objective to the existing form, as in "reduce voluntary turnover by x% by x date." |
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Performance Appraisals for Partners
posted at 7/21/2005 6:16 AM EDT
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Posts: 2442
First: 2/12/2000 Last: 9/14/2011 |
A more creative solution would be to an employee survey, determine what the issues are that are causing the turnover and come up action plans to work the issues. You then could hold managers responsible for improving the ratings in the survey each year until they reach and acceptable level. |
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Performance Appraisals for Partners
posted at 8/8/2005 11:49 PM EDT
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Posts: 9
First: 3/15/2005 Last: 11/20/2007 |
It's about time! You'd think an accounting firm would have been on top of this long ago since personnel turnover has such a great impact on the bottom line. And the greatest cause of employee turnover is workplace stress. In addition to turnover, stress is directly responsible for health care costs - as much as 90%, and some research shows that companies lose as much as 45% of after tax profits to stress and related issues. Workplace stress (including personnel turnover) is a leadership responsibility, and those managers should be taught how to control stress for the maximum benefit of the bottom line. Of course the employees benefit regardless of whether management loves the people or not. Find out more about the top ten causes of workplace stress by sending email to TopTenStressors@CourageBuilders.com |
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Performance Appraisals for Partners
posted at 8/9/2005 12:24 AM EDT
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Posts: 6
First: 11/3/2003 Last: 8/9/2005 |
What you describe positions "caring for employees" as a solution to "high turnover." That raises several questions. Is high turnover unique to your firm or is it characteristic of the profession? What kind of analysis or diagnosis supports "caring" as the solution? What makes the firm think that "caring" can be enforced via performance appraisals? On the face of it, what you describe doesn't hold out much promise. |
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Performance Appraisals for Partners
posted at 8/9/2005 12:31 AM EDT
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Posts: 6
First: 11/3/2003 Last: 8/9/2005 |
Oops. Pressed the submit button before I got to the suggestion(s) part. I have two. First, go along with the program. The partners no doubt believe they have the matter in hand and will take a dim view of any overt challenge to their solution. Second, confirm that this new "caring" initiative is indeed seen as a solution to the "high turnover" problem. If so, then at least you know the two are connected in the partners' minds. Third, the solution they're putting in place isn't likely to make a dent in turnover so, once that is clear to all concerned, be ready with a better solution - without putting yourself in the position of criticizing the first one. |
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Performance Appraisals for Partners
posted at 8/9/2005 1:10 AM EDT
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Posts: 2
First: 6/10/2003 Last: 8/9/2005 |
I would suggest in addition to getting some good exit interview data to have managers and/or HR have some discussions with employees who are staying on the job. Find out what keeps them there and what it will take to continue to keep them there, ber motivated, and be productive. This type of discussion leads to better communication, a feeling of being "cared for", and plans for retention that can be both individual and group level. |
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Performance Appraisals for Partners
posted at 8/9/2005 1:47 AM EDT
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Posts: 5
First: 3/30/2005 Last: 10/17/2006 |
Performance appraisal begins with recruitment. Check the ability of your managers to hire effectively (processes used, clear hiring & position based criteria etc and test against length of retention, exit interviews etc) or perhaps they simply go with gut feelings and select misfits - good people perhaps but not a good fit. Secondly, look closely at the substance (not just the form) of these managers' appraisal of their staff. Additionally, try to understand if they understand the HRM systems important for success. Repeat offenders tend to the view that appraisal, hiring and most other HRM systems are airy-fairy and don't add to the bottom line but get in the way, are a waste of time. If so, develop an exit strategy for these managers or put them in a closet without line responsibility for staff. They just don't get it. |
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Performance Appraisals for Partners
posted at 8/9/2005 1:52 AM EDT
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Posts: 6
First: 10/9/2002 Last: 8/9/2005 |
The direction you're being asked to move in is essentially expanding appraisals to include competencies (the "how" of performance)with goals (the "what"). That's a good start. The problem is that the causal chain from caring about employees to reduced turnover, if it exists (which seems reasonable), probably has several intervening links. You should consider measuring some small set of coaching competencies (possibly with a 360, where the "coachees" have a chance to provide feedback). But also company leadership has to address the cultural issues. It's a big change to go from "by the numbers" appraisals to "we care for our employees." While it's true that what gets measured gets managed, it's even more true that change has to be planned, managed, and modeled by the actions of leaders. That's the real challenge, and I don't think a new, short form trying to measure "caring" by itself will fix it. In fact, it might make it worse. You need an integrated approach to cultural change. That's not a new form. |
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Performance Appraisals for Partners
posted at 8/9/2005 2:01 AM EDT
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Posts: 1
First: 8/9/2005 Last: 8/9/2005 |
I work in a hospital and we have a mission, vision and values that are posted throughout the organizxation for employees and the public to see. The values have been put into behaviors that describe how the values look when exhibited by employees. The behaviors are a part of both management and employee evaluations. The managers are expected to describe how they translate the values into work production and employee development, and then score their performance (does not meet expectations, meets expectations, exceeds esxpectations or 1, 2, 3) in each area. If your organization has such values and/or behaviors, these could be added to the evaluation and could include descriptions and numbers for a more well-rounded evaluation of the manager's performance capturing both objective and subjective information related to performance. |
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