Review 360

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i’m david ciccarelli, the ceo of now, many of you haveprobably gone for performance review before sometimes they’re referred to as "thedreaded annual performance review" where once a year your entire performanceis evaluated – did you do a great job in the last 365 days? you just kind ofsit there passively and your manager lets you know how they viewed yourperformance to be. now i found that to be a very inefficientand ineffective way to be able to coach people along the waybecause meeting somebody just once a year andhaving that in-depth discussion on areas of improvement,

maybe highlighting and identifying what some of those weaknesses are and then how to overcome them – waiting a year is just simply too long. so new approach to the antiquatedperformance review that we’re taking here at and one that many organizations are alsoemploying is called the 360-degree performance review so before even considering a performancereview and how to roll that out let’s start with the performancemeasures themselves. now at people are organized intodepartments just like they probably are in your organization as well. so we havedepartments for marketing and sales,

customer service, finance, technology, research anddevelopment and so forth. every department has department goalsand individuals have their own personal performance metrics that they need tohit so sales is an obvious one often referred to as "sales quotas" or "sales targets". customer service representatives alsohave customer satisfaction score targets or response time targets. anyone in yourorganization can have a personal performance metric and i would encourage leaders to come upwith those metrics so people can truly know if they’re doing a great job. bycommunicating how everyone’s measured

individually and how their performance impacts thegreater good of the organization, just creates a sense of clarity andpurpose for all the individual team memberswithin your organization. then, when it comes time to doing aquarterly performance review, or even a weekly check-in, everyone willknow where they stand and what they need to do to ramp uptheir per personal performance and how they’re contributing to theoverall organization. as managers and leaders within organizations you’re also likely responsible for a team, so how do you gain insight into knowing

if your team members are contributing inyour meeting your department targets and ultimately your overall companytargets? well you’ve identified individual performance metrics but nowyou need to make that actionable and visible to all the individuals on your team. oneof the ways that we’ve been able to do so is through personal performance dashboards so thisis a visual indicator, if you will, where people cansee if they’re on track for hitting targets. now i talked about the 360-degreeperformance review so let me kind of break that down into a couple different parts the first one is a self-assessment – thisgives an individual within your

organization the opportunity to ratethemselves on how well they’re doing against their targets and also identifyareas improvements or goals for the upcoming quarter.there’s also what we refer to as a peer review. now this is a bit of a different conceptit’s where peers and people in similar jobs and positions within your organizationget to actually review each other. once the individuals rated themselves andthey’ve gotten peer feedback next up is what we call an upward review. an upward review is an opportunity for an individual torate their manager and that is then seen by senior levelmanagement within the organization.

is their manager accessible? are they communicating well? are theytracking my time in the office and time-off appropriately?are they addressing my needs? are they giving me career and growing opportunities? to finish off the 360 would be themanager’s review. now this is probably the stereotypical performance review thatyou’re familiar with but we’ve been able to round it out bygetting the perspectives from other people within the organization. so by doing a 360-degree performancereview you now have multiple views

on how that individual is doing fromdifferent perspective of people within your company. in addition to the self-assessment, thepeer review, the upward review and the management review is the opportunity for recognition. here at we use a social performance management applicationcalled is a product of salesforce.people at can give badges of recognition to others on the team, their peers, theirmanagers, or even people in other departments – these are the rewards andrecognitions other people spotted you doing a job well done. it’s often hard to remember those in themoment but having this audit trail, this history

of virtual kudos – pats on the back, ifyou will – from your team members certainly goes a long way inidentifying and and highlighting all the great work thatyou’ve been doing within your organization. once you’ve made acommitment to revamp your performance review process, you’re gonna want to ensure that everybodyon your team gets the same level of training. it’s important that there’s clear communicationthat everyone knows how they’re going to be measured interms of the performance but also what to expect during the quarterly sit-downs. now that you’ve trained up all yourcurrent staff on your new performance

review process you want to consider building that sametraining into the on-boarding or initial training for new people joiningyour company. it’d be good for them to know how theirperformance is going to be measured in the upcoming quarters and years. everybody wants to besuccessful – individually, as a team, or even your whole the best way that you can do that is being clear about what the company goalsare how individuals are contributing tothose goals and then tracking progress along the way.

performance reviews should really beseen as an opportunity to align everyone’s individual goals along with the overall companyobjectives. now go out there — i know you can do it!

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