Evaluating Employee Development Needs
What methods have you used, or will you use, to evaluate the ongoing developmental needs of your direct reports?
Seeing is believing so I, too, believe in observation of the instructor. I would like to be in the room for any guest speaker encounter as well.
I have heard of that as called the "Oreo" approach as well. In my experience I tend to use it most with people who take pride in their work, and want to be recognized as being as masters of what they do since they are naturally inclined see the opportunity I am giving when discussing that negative, but feel valued based on the positives.
I do this for a few reasons:
One concern I have with using it a lot is that sometimes the person hears mostly positive and sees the correction as an observation, or something that could be optional rather than as part of a conversation that is focused on correcting a behavior.
While I find that most people are able to pick up on this, it is often those who need correction that would find that approach misleading. If I'm using it with genuine positives, I can understand the potential for mixed messages.
This leads to another issue that I have seen if this is used too often: it can make the positives seem disingenuous. This is similar to the observation that everything that comes before the word "but" doesn't really mean anything anymore.
The fact that the approach has a name suggests to me that it is wide spread, and people often react negatively when they feel that they are being spoken too dishonestly.
Like most things, I've found that it is an approach the works really well with certain types of people, and falls flat with others.
I found the video message that spoke to building upon strengths rather than finding weaknesses to be one that I connect with strongly.
I am an instructor, corporate trainer, and youth sports coach. The first video reminded me of a situation that I have always tried to keep in mind when trying to inspire others to excel and achieve their goals. (I posted it below this part of the message to keep the main ideas together).
When thinking of development needs as a trainer I have always tried to keep that positive aspect in mind. I did like the specific mentality of looking at performance and balancing that with an evaluation of potential because I feel that it recognizes a reality that I was using already anyway. What I like about it though is that by formalizing it, it lessens the chances that I will ignore a favorite's flaws, or an unknown's strengths under the guise of potential for advancement or improvement.
Thank you.
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When I was in High School, I played baseball pretty competitively, so I had my HS team, and my summer-league team. They were nearly identical in composition and opponents. Arguably, my summer-league team lost the strongest players to our HS coach's summer team, but the summer team went to state, traveled around and won championships three years in a row. My HS team floundered each year. Struggling to win 3 or 4 games a year.
The difference: Our coaches. HS was a former big-leaguer but he was just a critic. He pointed out flaws, and did little to help us improve. Looking back, benign neglect seems to describe it well.
In contrast, my summer coach was focused on what we each did well. We worked on improving ourselves in practice, but he met with us regularly and told us the key factors he wanted us to use over and over again if the other team let us. He told us how to leverage our strengths. We weren't thinking about what made us inadequate on the field, we were thinking about what made us beat everyone we played against.
Also, he had to manage our competing desires to play the same positions. The HS coach just put people where he thought they should go-- regardless of their preference, while the summer coach tried to understand the positions we wanted to play, and why, and then let us know the types of roles that we could play that allowed us to look our best and contribute the most to the team's success.
Because we trusted him, knew he cared about us winning, and would tell us when we didn't do well, we listened, and we performed better as a group than we did as individuals competing with each other for recognition and playing time during the spring. -- We also knew our summer coach's plans for each year because we'd be losing players to graduation. We knew the roles we were working to fill in the future.
Looking back, I agree with the presenter's assessment that my coach didn't spend much time on specific technique, but he did a great job of building a team, and helping each of us develop ourselves to be a part of it.
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Thanks Jill,
It looks like you are utilizing a combination of formal and informal feedback. Both are crucial and work hand-in-hand as a basis for employee coaching and development.
Jay Hollowell
I like to observe the instructors in class regularly and provide feedback. I also give additional assignments to see where they need developing. This is in addition to having a conversation with them regarding how they feel they are performing.
I complete an instructor observation each quarter which allows me to give formal feedback to my instructors. I attempt to focus on strengths, but do address weaknesses as well. I offer suggestions to improve on these weaknesses and also ask the instructor if he/she has suggestions. If significant improvements need to be made, a Performance Improvement Plan is developed with specific goals, timeline, strateigies and follow up.
Students evaluate the instructor at the end of each course through a formal survey process. This feedback goes directly to the instructor as well and we again, discuss areas of strength and weakness. This allows us to develop a plan of action for development as a team.
Finally, I have created a Professional Development Plan each year for each instructor with his/her input. This includes the instructor's goals for developement, goals which I may have set for the individual based on department needs as well as goals set by our college. This development plan is discussed and updated with the individual on a quarterly basis and at the annual review.
I like to perform direct observations on my direct reports in the classroom environment in which they instruct. My goal is to observe them once a month, and have a discussion with them about what was observed. I find that the instructors who need development are the ones that are confident, and the instructors who are on target are the ones who believe they need further development. In either case my input from the observation is welcomed, and is being applied and noted during their next observation.
I have utilized at times the "sandwich a negative in between 2 positives" correction approach.
I appreciate this concept. What I have found to work, that in an area of weakness, I will rank them a lower ranking, and then write "ideas?" so when we meet, I ask them their own ideas of how to improve that area, and increase their ranking. It seems to bring up areas of weakness in a less attacking away, but allows them to take ownership to solve their own problems that I personally see & have identified for improvement.
I strongly agree with this as mentors are a necessary part of successful development within a new role, as well as, provide a team-like atmosphere, and a mentor can indirectly discipline in a less threatening way to that employee than if the boss were to correct the behavior. My company currently does not have a mentor program, and any suggestions on how I can informally setup one up for new employees would be worth a thought. Thanks
After spending time in the classroom observing I have multiple follow-up techniques. I may ask the instructor how they felt it went and we will build a common thread between their observations and mine. By the time it comes to any areas of improvement all it takes is a subtle nudge and the ownership is embraced. Other times, when there are no clear areas of improvement, I will provide my observations and ask if there is anything they would like to focus on. Either way partnering with them yields the best results.
I have been an Education Manager for about 12 years and I have found that one of the best ways to develop my Instructors is, as was stated in the course, using Mentors. As we get new younger Instructors it is amazing how quickly they will develope with the assistance and support of a seasoned Instructor. Along with the Mentor program I use observations and a regular followo-up meeting to check on progress and advancement desires they may have. It has been working very well and we have an incredible group of Employees.
Thanks for your comments Elaine,
Immediate follow up and establishing a timeline, as you note, are crucial to setting accountability and ensuring results. Just curious, does your institution have a definitive process in place for employee development and career pathing?
Jay Hollowell
ML129
I usually go in and observe and try to get back to my employees right away so it is still fresh in both our minds. Always start with the positive and then move on to things that need improvement. Also I have others that observe and I sit in those discussions to help develop our employee. The most important is to follow up on the things that need improvement and giving them a timeframe to show improvement.
Thanks for your comment, Nicole. Even when providing constructive criticism or tackling performance issues with an employee, it is best to start the feedback with a positive twist prior to discussing areas of improvement.
Jay Hollowell
ML129 Facilitator
Let them know they are apppreciated.
I learned about positive feedback to enhance employee's.
At our Company we do monthly classroom observations along with weekly team meetings/discussions.
Each observation is followed by positive feedback along with corrective measures in one area at a time.
During our feedback sessions we lead the Instructors to tell us their thoughts about the area of improvement jointly coming up with a plan to success.
Hi Rich, thanks for your comments. You hit it right on the head as to the importance of the debriefing session. In this sense, the observation becomes more of an effective training tool and less of a dreaded evaluation.
Jay Hollowell
ML129
Hi Jared!
I love the your quote, "I have found people wont argue with their own data." Getting buy-in from an employee when evaluating and determining developmental needs, is the crucial step to successful performance.
Thanks!
Jay
ML129
