Transforming Performance Appraisal into Performance Coaching

Performance review is typically an annual event, used to rate employees based on their performance and potential.

Coaching is an ongoing process, based on regular interviews and specific goals.
Is it possible to merge these two processes into one, aimed at developing talents and increasing performance?

One possible path is to begin with an assessment of  individual competences. An online assessment such as Profiles PXT™, provides several reports including the “coaching report” that has the advantage to engage both the employee and his/her supervisor in an ongoing and joint effort aimed at fostering a culture of talent – and individual – development within the system.
By accompanying their staff towards talent development, all year-long, managers work in the form of a “development contract”, which includes ongoing coaching and, if necessary, specific talent development actions, such as external coaching or training.
Winning organizations identify which skills and behaviors, such as technical excellence or outstanding customer service, creates differentiation from competition and competitive advantage.
Talent management strategy translates competencies and capabilities needed for competitive advantage into specific skills and ensures that they are present in the workforce. This may require special acquisition and development.
ProfileXT™ (assess job fit, job interests and potential):

  • Measures thinking style, behavioral traits and occupational interests,
  • Compares candidates to job-specific patterns to predict future success,
  • Improves quality of hire, and
  • Provides a foundation for ongoing employee performance management, that will lead to increase their performance.
It’s then time to evaluate performance and to get an overview of the skills development needs in the organization, as well as the performance of one year of coaching by the managers.
The best possible management development and training decisions are made with objective, quantifiable data about employees. By identifying employees who need improvement and further development — combined with the progress made in improving necessary skills — you set your organization up for future success.
A 360 assessment is the best way to evaluate performance, both at the individual and collective level.
  • Completion of the CheckPoint 360™ assessment results in a comprehensive individualized report, which is provided to each leader and his / her manager.

This report is used as the foundation for a discussion between the leader and an assigned coach.
Support is provided to help organization’s leaders interpret the report correctly and create a development plan based on a custom guide which document the process of the discussion and includes topics and tips for providing feedback and creating on-the-job actions that will insure success of the program.

  • An Organizational Management Analysis™ (OMA) is also provided. The CheckPoint OMA is a comprehensive tool that provides insights into the overall abilities and alignment of the 18 management skills sets. This is a high-level overview of all of the individual leader results. The OMA report is about 15 to 20 pages long and has the following four key deliverables.
–A detailed description of how leaders are rated individually, as well as collectively.
–A detailed analysis of alignment between individual leaders and their managers, regarding the critical skills sets important for business success.
–A composite on favorability against the 18 management skills. This is essentially an organizational skills gap.
–A description of what each leader needs in terms of development.
  • The CheckPoint Program also grants access to the CheckPoint SkillBuilder Series™
The CheckPoint SkillBuilder Series works in conjunction with the 360 assessment to help managers improve performance.
For each of the 18 competencies, there is a SkillBuilder that goes along with it. This is not a course but, rather, tips and tools for improving a skill on the job. Each SkillBuilder is similar to a teaching opportunity and lasts about six weeks.
Together with other development programs, such as mobility program, the process enables the organization to better align and refine their talents.

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