Group-related forms of work (e.g. teams, semi-autonomous work groups, etc.) also require group-related forms of employee appraisal.
All issues that concern the group cannot be negotiated "single-handedly" between employees and managers.
In this conversation, the manager turns into a moderator, coordinator and conflict manager. In addition, no everyday topics or specific tasks are discussed. This is handled independently by the group.
First of all, we can state that the topics and content of the discussion are almost identical to the annual employee appraisal.
So you can use the same guideline - but with consideration of the whole group and not an individual.
This means that the manager is aware of their relationship to the respective group and the way they work together at the beginning.
For attunement, this means that the manager is aware of their relationship to the respective group and the way they work together. For the retrospective, she must go into the work results achieved, the work design, the distribution of tasks and the associated success criteria.
The aptitude focuses on the strengths, weaknesses and development prospects of the group compared to others.
The topic of leadership and cooperation is about the leadership relationship between the manager and the respective group and about the cooperation between the groups.
When it comes to goals, tasks, and success criteria, medium and long-term developments and their significance for the next year with regard to group-related task and organizational changes play a role.
The development measures are also discussed and agreed on a group-by-group basis.
Group-related employee appraisals are definitely more complex. In addition, there are often also two-to-one conversations. Whenever it comes to development opportunities and measures that go beyond the group context.
The art management lies in handling the process in the correct order.
First of all, the group looks at and evaluates itself in relation to the past year. This can lead to conflicts, which is why you then call a moderator for help. In this conversation you can also talk about opportunities for further development. Afterwards, appointments for group discussions and also individual discussions (if necessary) are arranged.
A good yardstick here is 1-3 weeks in advance.
All conversations are recorded. Results from the individual discussions that have an impact on the group are made transparent.
Then a group discussion takes place in which the group organizes the implementation of the results of all discussions as far as the group is concerned.
These agreements are recorded and, if necessary, discussed again with the manager. Then the implementation begins.
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