| I shall assume that the majority of us have | | | | Outputs being…the actual written performance |
| worked for someone (i.e. a Manager). | | | | review, the staff members rating and future |
| And no doubt some of those Managers you | | | | development needs, the following years |
| worked for were great and some should…well | | | | objectives. |
| let’s just say…should never have been | | | | Many Managers stop there. That’s it. It’s |
| appointed Managers. | | | | over and done with. The review is typed up. The |
| There are numerous skills to being a | | | | staff member has agreed with their written |
| Manager…communicating, delegating, controlling, | | | | performance review and it gets filed away. Now |
| co-coordinating, staff management, public | | | | we can carry on with our day jobs. |
| speaking, decision making, managing | | | | The Great Manager will be encouraging the |
| meetings…and I could list many, many more. | | | | individual to strive for major change in their |
| But what makes a Great Manager? | | | | performance (the ‘outcome’) as a result |
| Great Managers not only excel at some of the | | | | of the performance review. |
| above skills but they fundamentally know the | | | | Great Managers will work with the individual and |
| difference between ‘inputs’, | | | | put in place a plan to enable the individual to |
| ‘outputs’ and ‘outcomes’. | | | | ‘grow’ in their role. |
| They take ‘inputs’ (i.e. what they do, | | | | Great Managers organize themselves and the |
| what action taken) and ‘outputs’ (i.e. the | | | | staff member to have the time to develop their |
| effect of the action, the product) and create | | | | learning, maybe go on some self-improvement |
| outcomes (i.e. the intended result, the | | | | courses. |
| performance or service targeted). | | | | Great Managers will implement monthly |
| Great Managers take time out and think about | | | | one-to-ones with the individual to discuss and |
| ‘outcomes’. | | | | amend their improvement plan. |
| Great Managers strive for ‘outcomes’. | | | | Great Managers will ‘paint a picture’ of |
| Great Managers plan for ‘outcomes’. | | | | the future for the individual. |
| Great Managers organize themselves and others | | | | In fact, before the performance review Great |
| to produce ‘outcomes’. | | | | Managers will have answers to the following |
| Great Managers implement the right and | | | | questions: |
| appropriate controls so the ‘outcomes’ | | | | What difference will the review make? |
| are delivered. | | | | What would we like the staff member to do |
| Great Managers communicate and discuss the | | | | differently? |
| future ‘outcomes’. | | | | How will the difference be measured and |
| So let’s take a simple example… | | | | monitored? |
| Many Managers at this time of year are thinking, | | | | How will the department or company benefit? |
| planning, organising, controlling and communicating | | | | What controls should be in place to monitor |
| the staff annual performance review. | | | | progress? |
| So the inputs may be…the individuals previous | | | | How will we know if the progress is successful? |
| achievements, feedback from customers and | | | | Give yourself every opportunity to succeed as a |
| peers, any development undertaken, objectives, | | | | Manager and start thinking about |
| written evidence of praise… | | | | ‘outcomes’. |