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To do a better job, you need to improve your performance. But how can you do that if you aren't sure how you're doing right now. It always helps to have feedback. The results of work. One of the best methods for getting information about your performance is to look at what you have accomplished. What individual and team goals have been set? What is expected of you in your role? What results have you actually completed? Have you achieved a high degree of quality? Customer comments. Customers are people who have benefited from your work. Who are they? What do they need and expect? Are they committing resources to use the product of your work? Are structured questionnaires given regularly to your customers? What do they have to say about the quality of your product or service? Regular contact with manager. Managers cannot be everywhere, but good managers make contact regularly, have a good idea about the quality of work and tell people what they like and don't like. Does your manager mention specific aspects of your performance, and do you know what is expected? Performance review. Most organizations have a periodic, formal evaluation of performance, which is often tied to decisions about development and compensation. For a variety of reasons, most performance appraisal systems are not very effective. However, they can include indicators of performance and are best used as a catalyst for more thorough discussions about performance between manager and employee. Input from coworkers. Most peers and coworkers are reluctant to hold a mirror up to the behavior or performance of others. Either they don't know how to give effective feedback, or they find it uncomfortable to do so. Typically, they feel it is the manager's responsibility to tell someone about performance that doesn't measure up. Nevertheless, input from the people who work around you can be extremely valuable, because coworkers are often more aware of strengths and shortcomings than are managers. Multi-source (360) feedback. 360 consolidates input from a variety of sources, such as bosses, customers, peers, coworkers and direct reports. Managed by computer, it produces an extensive array of believable data and narrative information, which should be analyzed for individual development and human resource development planning.
Article Source: http://www.articledestination.com
Dennis E. Coates is CEO of Performance Support Systems, author of MindFrames, a brain-based personality assessment system (www.initforlife.com) and co-founder of the Train-to-Ingrain alliance (www.train-to-ingrain.com, info@train-to-ingrain.com, 800-488-6463), which delivers a reinforcement-centered approach to learning and development that achieves permanent, measurable improvements in workplace behavior and positive impacts on business results.
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