Beyond the 360 Employee Review

Can training and development happen within the performance review?


Beth Miller, CEO of Executive Velocity, a talent and leadership development advisory firm for small-to-midsize organizations, says that leaders can go beyond the 360 Employee Review to make training and development a collaborative process. 

Best practices for going beyond the 360 Employee Review process involves both the manager and the employee sitting down and understanding the business goals that the organization or team is striving to accomplish. The ability to connect an employee’s goals with the organization’s goals helps leaders establish key performance indicators for employees and assess employees’ progress along the way.

Watch this video to discover how to use performance evaluations to train and develop your employees.

When I'm working with clients on helping them create development plans, either for themselves or for their team members, we obviously have to understand first where the individual is. And so that's around assessments and 360 assessments. It might be some shadowing as well. We then sit down with the employee and the manager. So it will be three of us in the meeting and we'll discuss, "Okay. What are your specific goals from a business perspective that you need to be accomplishing over the next 12 months? And what things do you need to develop that will help you get there?" So we're linking the development and the training to the specific goals of the individual, which ultimately links to the specific goals of the organization.

Once we have that down, we also want to make sure that we have some clear metrics of progress. And it's important that, especially if you're trying to develop some new behaviors versus specific skills like strategic thinking, it might be active listening skills, for instance, it's important that you have people that you can count on that are giving you feedback, not just your manager, on those skills. There's the technique, finding the technique or techniques, practicing and then ultimately having that become a habit. Just like you brush your teeth every morning. It's becoming aware of the situation and reprogramming yourself to a different action.

And somebody doesn't make this big leap from one day to another that all of a sudden they're this expert in listening. They will make small, incremental changes. And so the manager needs to be observing those small, incremental changes and re-enforcing, saying, "Beth, I saw that you took notes during the meeting before you spoke and I know that that's going to be helping you in the future to becoming a better listener."

Beth Miller

Beth Armknecht Miller’s lifelong passion for learning and dedication to helping others have been constants throughout her distinguished career. It is also these passions and principles that guide her work with Executive Velocity Inc, ...

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