Learning Objectives
At the conclusion of this course, you will:
- Understand and appreciate the importance of employee performance evaluation
- Be able to understand the parameters of evaluation so managers can decipher:
- What did we want from our employees?
- Where are we now?
- How did we do it?
- Be able to use the data acquired in the evaluation to plan:
- Where do we go now?
- How do we get there?
- What’s our next step?
- Develop a working template for quantifying original goals with existing conditions to provide the platform for the “next step”.
- Use information obtained through evaluation to eliminate negative or destructive patterns and behaviors and approbate positive and profitable ones.
Introduction
Evaluation is not meant to be a method of score keeping or check pointing. While there is a little of both in the overall process, the core objective is simple yet complex. Evaluation in itself has many parameters, and each parameter can have parameters of its own and so on, and to beat that drum results in nothing but noise. The core objective of THIS course is for the manager to look at it just like this…..
- What did we want?
- Where are we now?
- How did we do?
Once those questions are answered, it is easy to use the data acquired in the evaluation to plan:
- Where do we go now?
- How do we get there?
- What’s our next step?
An objective of this one-hour continuing education course for architects, engineers, landscape architects and interior designers is to develop a working template for quantifying original goals with existing conditions to provide the platform for “the next step.” No matter where you are in the process, the template takes these variables and quickly becomes the working model for progress. The template allows for linear or lateral movement, but no return. Good or bad.
- This is what happened
- This is what we do with it
- This is how we profit from it
An objective of this course is to use information obtained through evaluation to eliminate negative or destructive patterns and behaviors and approbate positive and profitable ones. Again, evaluation is the template to paste it all to.
Finally, performance evaluation should be a metaphorical look in the mirror for both the manager and employee. Mirrors don’t lie. By using what we see in that evaluation as honestly as that we see in our own mirrors, we can make sure that we go out into the corporate world looking sharp and prepared.
Well-managed companies have something in common -- a formal approach to managing individuals and business performance. When performance is well managed, business results follow and people are more productive and motivated. This guide is meant to be dynamic -- a partnership between the employee and the company. It requires that both parties take active roles in the performance management and appraisal process.
Contents
Learning Objectives
Introduction
Manager's Guide to Appraising Performance
Managing Performance and Reviewing Process
Reviewing Performance
Ongoing Performance Management Tools
Guidelines for Conducting a Collaborative Performance Review
The Development Plan
Implementing Development Plans
Conclusion
Test Questions
Qualifies for one credit hour of Business Management (1 PDH; 0.1 CEU).
Preview this course!
Acceptable continuing education for:
(AL) ALABAMA:Engineer, (AK) ALASKA:Architect, (AK) ALASKA:Engineer, (AR) ARKANSAS:Engineer, (GA) GEORGIA:Architect, (GA) GEORGIA:Engineer, (ID) IDAHO:Engineer, (IL) ILLINOIS:Architect, (IN) INDIANA:Architect, (IA) IOWA:Architect, (KS) KANSAS:Architect, (KS) KANSAS:Engineer, (KY) KENTUCKY:Engineer, (LA) LOUISIANA; Engineer, (ME) MAINE:Engineer, (MN) MINNESOTA:Architect, (MN) MINNESOTA:Engineer, (MS) MISSISSIPPI:Architect, (MS) MISSISSIPPI:Engineer, (MO) MISSOURI:Architect, (MO) MISSOURI:Engineer, (MT) MONTANA:Engineer, (NE) NEBRASKA:Architect, (NE) NEBRASKA:Engineer, (NV) NEVADA:Architect, (NV) NEVADA:Engineer, (NH) NEW HAMPSHIRE:Engineer, (NM) NEW MEXICO:Engineer, (ND) NORTH DAKOTA:Engineer, (OH) OHIO:Architect, (OH) OHIO:Engineer, (PA) PENNSYLVANIA Engineer, (RI) RHODE ISLAND:Architect, (SC) SOUTH CAROLINA:Engineer, (SD) SOUTH DAKOTA:Engineer, (SD) SOUTH DAKOTA:Architect, (TN) TENNESSEE :Architect, (TN) TENNESSEE :Engineer, (TX) TEXAS:Architect, (TX) TEXAS:Engineer, (TX) TEXAS:Interior Designer, (TX) TEXAS:Landscape Architect, (UT) UTAH:Architect, (UT) UTAH:Engineer, (WV) WEST VIRGINIA:Architect, (WV) WEST VIRGINIA:Engineer, (WY) WYOMING:Engineer