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1 2 3 4 5 6 Employee leads with success regarding performance standards Supervisor reinforces Supervisor adds any positive inputs/feedback Employee discusses any issues of setbacks Supervisor notes and gives feedback about making improvements Blind Spot: Supervisor adds any corrective feedback not discussed by the employee
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Employees will recognize, on average, about 75% of their successes and issues for improvement Recognition on their part will maximize and facilitate the coaching ability of the manager to reinforce their comments
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Tracking, Controlling, and Reviewing the Plans
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and to add required corrective feedback This will ensure a commitment to improvement for the future
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Organizational reviews are conducted on an annual cycle They are structured to present the alignment of the function and how the human resources are positioned to help achieve the objectives and plans This segment of the organizational review also focuses on succession planning with the goal of identifying both replacements and potential promotions to fill future vacancies This is often referred to as bench strength because it can ensure that the organization has the talent in place when needed to drive the business forward
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Feedback To be effective, feedback must give specific information that can reinKEY TERM force or change behavior Feedback should not be judgmental and must focus on the specific issues or situation, not the person Feedback should be two-wayThe feedback giver can present the information and must allow the feedback receiver to respond so that the complete story can be determinedThis is the starting point for improvement, especially in those situations where corrective action is required
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Organizational Review Format Four Key Sections
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Last 12 Months Changes in Organization The purpose of this section is to highlight the major changes that have occurred with respect to personnel, including promotions, changes in responsibility, and turnover (voluntary and involuntary) The change in personnel can have an impact on the organization s ability to deliver products and services if openings aren t filled quickly and if skill gaps remain Current Organization Chart to Future Organization Chart The purpose of this section is to demonstrate how the organization is structured to achieve its objectives and plans The future organization is a projection of a new structure that can improve product and service delivery in the future If major changes are indicated here, a transition plan should be included Succession Plan The purpose of this section is to identify replacements for all management personnel and plans for developing individuals with potential to take higher levels of responsibility within the next one to
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Manager s Guide to Business Planning
three years Specific positions and training required should be documented This approach to having a bench available can be an answer to the changes in personnel that will occur from time to time With the onset of baby boomer retirement, there is a concern that leadership talent needs will increase dramatically over the next few years Developing internal talent will be critical to the future of every organization
Issues or Challenges That Must Be Addressed In closing, any other issues that may be potential roadblocks should be documented, which may include shortages of technical skills and competencies, retirements, and the potential for loss of key talent
THE BLAME GAME
A natural tendency can often impede the tracking process and CAUTION correction of problems Often managers will feel compelled to assign blame for an issue, rather than taking the approach of fixing the problem It s the responsibility of every manager to be proactive in identifying issues and to engage in immediate problem definition and problem-solving actions If the issue is cross-functional in nature, it may be necessary to bring in the next level of management to help coordinate a solutionThis will eliminate the silo (or isolation) effect where planning and problem solving are self-contained and may miss the opportunity for longer-term, cross-functional solutions to problems
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