| Employee Talent Management-Self-evaluation | | | | be seen with specific types of managers. It is not |
| As a Human Resource professional, the | | | | uncommon for an individual to be an effective |
| management of talent is among your core | | | | manager who is competent, but also has difficulty |
| responsibilities in most organizations and can be, at | | | | with one on one evaluations because of their own |
| the same time, the most difficult aspect of your | | | | personality issues. For example, if you have a |
| job. We cannot make people be more effective | | | | manager whose management style is |
| at their jobs if they don't want to improve, but | | | | buddy-buddy, he or she will find it difficult to tell |
| there are a few practices that can have an | | | | their employees directly when their performance |
| impact on the employee's performance, while | | | | does not measure up. It's a psychological issue |
| making the process more efficient. | | | | with the manager most often labeled as being a |
| Instead of performing the much dreaded | | | | people pleaser. While the manager knows he |
| employee evaluation in the traditional way in which | | | | should talk straight with an employee during the |
| you have to tell the employee what you think | | | | evaluation process his own fear of rejection can |
| needs improvement and why, using a structured | | | | get in the way. |
| employee self-evaluation has some real benefits. | | | | Self-assessment can be a powerful |
| The main problem with the manager evaluation | | | | communication tool. The employee's |
| approach is that a psychological wall is constructed | | | | self-evaluation can serve as a platform for |
| between you, i.e., the company and them, i.e., the | | | | discussion in a non-threatening way that actually |
| employees. It can feel a bit like being called to the | | | | empowers the employee. The result can be an |
| principals office. Creation of an Us against Them | | | | employee who feels his or her opinion is valued. |
| culture in your company is not only ineffective but | | | | Inquiry regarding the employee responses places |
| can be frustrating for you and your managers as | | | | the responsibility of work performance where it |
| well. | | | | should be, squarely on the employees shoulders. It |
| Self-evaluation as a tool for improved | | | | is their responsibility that they have a job and |
| performance | | | | practicing self-assessment can go a long way to |
| When self-evaluation is used, the dynamics of the | | | | establish open communication around core |
| evaluation process shifts dramatically. It creates | | | | subjects. Through the use of employee |
| employee accountability and personal responsibility. | | | | self-evaluation, a cultural dynamic of being a team |
| Self-evaluation requires that the employee has to | | | | from the top down can be created. And let's face |
| get honest about where their performance is lack | | | | it, when there is a team dynamic, a sense we are |
| luster and conversely, where they are performing | | | | all in this together, exists there is a greater |
| at an acceptable level. It helps them focus on | | | | chance that employees will rise to the occasion |
| places they may actually shine. | | | | because they don't want to let their team down. |
| Another benefit of employee self-evaluation can | | | | This type of culture is a win-win for everyone. |