Quais são os erros mais comuns a evitar ao avaliar o desempenho da sua equipe?

1-On-1 meeting should perform at the beginning of year-Performance (Pre-review) between superior & subordinate. It’s a very important process to help organization through the employee’s performance. By doing this way, superior will understand what, where, how to support the subordinates to achieve his/her goals (KPIs). The performance will be monitored & reviewed periodically. Typically individual goals (KPIs) will relate to Department’s performance

Evaluating team performance is essential for identifying strengths, weaknesses, and areas for improvement. And, it's easy to fall into common mistakes that can hinder the effectiveness and fairness of the process. 1. Focusing solely on outcomes. 2. Comparing teams unfairly. 3. Giving vague or inconsistent feedback. 4. Neglecting the emotional and psychological aspects. 5. Not involving the team in the evaluation process. 6. Rushing the evaluation process. 7. Failing to follow up on action plans

One of the biggest barriers to objectivity during an evaluation is loyalty. Loyalty is typically an extremely positive trait to demonstrate, but can give you blinders when you should be giving your team member a full view of their performance - which includes areas for improvement. You can try to think about your team member's success in context to how they've contributed at their level of experience, in their particular job title, time in role etc. What would their clients say about them? Peers?

Align both team and individual goals to strategic objectives but makes them achievable and stretching, it is ok to fail but not to fail to try

When evaluating your team's performance, avoid common mistakes like focusing solely on recent achievements, neglecting individual contributions, or letting personal biases influence assessments. Ensure evaluations are holistic, objective, and consider long-term performance trends. Acknowledge both team and individual efforts, and provide constructive, actionable feedback.

Matrix/charts are becoming increasingly important as teams become more agile, but they should not be the only source for determining team performance. Multiple factors should be taken into account rather than simply a few figures when grading a team member's performance, as the latter may not always provide a clear picture of that person's performance .

In the Mfg environment, a lot of datas to be used as references where all of these datas are linkage each other and they will not contradict one at another (will be at same trend) The data helps organization to make a clear judgement objectively and avoid bias.

Coming from a heavy software engineering background I have found that productivity can be extremely difficult to assess. Using a wide variety of sources like burn-up/down, pull requests, bugs and blames, over and under run, and even things like lines of code changed/written can be good indicators of team health, but still not perfect. I use all of the above and then rely heavily on trusted leaders in charge of those teams. Leaders MUST be open and honest regardless of the news (good or bad). I want to know what is going well so we can congratulate the team, but more importantly I want to know the bad and how we can address it. Not to put blame, but to rectify the situation.

The most disturbing event that I witness multiple times upon evaluation is when a leader at the end of the project or end of year has totally different evaluation than the team or subordinate expectations. As a leader, you should provide timely feedback and ensure it has enough time for discussion. We are not judges or prosecution who collect evidence on subordinate performance to surprise them at the of the year. Leadership is about helping your team to perform better and create the best working environment.

Ongoing conversations. As much as I HATE this terminology it's really important to continue these open transparent and constructive conversations(where needed) through the year leading up to touch points. This way, there are no surprises if something less favourable needs to be brought up, as well as positive praise and thank yous. Thanks and great work feedback does wonders for all teams of all levels.

1. Try as much as possible to provide illustration by giving example during the review, evaluation to make the participants really understand the explanations 2. Make the meeting (evaluation, review) in 2-ways communication mode so as to ensure all participants convenient & comfort in the sharing session 3. The sharing session is opened for new ideas and respected

Open and honest conversation regardless of the story. If it is bad news then we need to address it in a meaningful way. Bad IS going to happen and when it does it should be an opportunity for the team to grow stronger. This is as much on the leadership as it is on the day-to-day team. Everyone, from the ground-up, must be committed to having open and honest and frank conversations with no fear of retaliation or consequence.

Often I've seen constructive feedback passed on during the year-end review process. It is imperative for leaders to avoid this misstep by making sure constant and immediate feedback is given on a set frequency, either when you observe it or at least during monthly one-on-one

In my opinion, some leaders assume feedback is a milestone in the management of resources. And this needs to be avoided. having a specific date for feedback process is ok, and most companies have a process to follow. But taking the effort to provide feedback outside this schedule is important, as you will be able to direct the resource efforts to something of benefit for you, the organization and the resource. You will help on creating a environment of open exchange, that untimely will give your team a sense of satisfaction with the work done.

Allow them to feedback to you as well. What is your performance as the team leader? is your team working with you, alongside you, against you, despite you? How would you know?

Do not wait a week to provide feedback, good or bad. Feedback should be given as soon as possible. If it is good feedback I try to do this publicly in the moment. Bad feedback waits until immediately after and is done one-on-one or in as small a group as possible. It is important to always be building up your team and the only way to do this is to address the issues while publicly praising at all times. This single skill will bring a team together quicker than any other and will also correct short-comings.

Feedback, when served 'warm,' underscores the importance of timeliness and privacy. Timely feedback ensures relevancy and immediate applicability, allowing for quick adjustments and growth. It's like a fresh meal that loses its essence if delayed. Equally crucial is the setting—feedback is most effective in a one-on-one context. This personal approach avoids the discomfort of public scrutiny, fostering a safe space for open, honest dialogue. It respects individual dignity, making the receiver more receptive and less defensive. In essence, timely, private feedback is not just about correction, but about nurturing growth and building a trusting, respectful relationship.

Sometimes they will surprise you with a perspective that you hadn't considered. Listen for angles that help the whole team improve practice.

Absolutely agree with the importance of involving the team in the evaluation process. Empowering our team members to contribute to goal-setting, criteria, and self-evaluation not only enhances engagement but also fosters a sense of ownership and accountability. Recognizing and supporting their accomplishments and professional growth is key to building a culture of continuous learning in our civil engineering project. Thanks for highlighting this crucial aspect of performance evaluation!

This is a great way to ask for feedback too. If you check your ego and create a comfortable enough environment your team can gift you insights to ponder and grow. Allowing every element of the team's performance, including yourself, to be assessed allows for a more credible evaluation- even more so if you take on board what they say.

Involving your team in the evaluation process is very important for the fact that since their performance is evaluated they would know what areas they should be evaluated on in depth which areas are supporting. Their input can help streamline the process as well as identification of key areas.

- Provide opportunities for growth and then assess performance - Do not quantify the reviews in terms of Pr's , bug fix etc. This creates a negative work environment where team is always in rush to get to code without designing a good solution. Also each members contribution cannot be measured in single unit of measurement. - Output is definitely important apart from hard work, dedication and ownership.

When dealing with individuals you should consider their cultural background, personal history, current situation. Example, I had a resource in my team that for 2 years performed ok, until I received complains all around it's performance. I meet see what was the issue. This person, that because of it's cultural background remained in a professional posture. Acknowledged the problems, and added nothing to it. I was not satisfied with the conversation so I tried to dig a bit more. It turns out a heavy tragedy in the family was taking place. Once we figured this out, we reviewed our expectations, and once the storm was over, we got back our high performing resource. Resources are people with life outside the work.

There is so much more to evaluating a teacher! I liked to turn the tables on them and ask their perceptions of a good educator. I had 4-year-old teachers watch what 3-year-old teachers did for engagement. They evaluated them and had to meet to discuss their thoughts about their peers. It was also a great way to see if the children you may have in the coming school year enjoyed their activities. According to your teaching style, you could pick up something from your peer observation and expand the idea to make it sparkle! Teaching teaching teachers is excellent! I often asked the teachers to fill out a survey of what they wanted me to focus on- do they want me to observe them teaching small or large groups?