The Case for Offering Performance Feedback May 2007 Newsletter In this issue: Truth to Tell: Performance Feedback and ROI Motivate Your Team to Top Performance Employee Performance Evaluation - The Easy and Effective Way Emerging Leaders Assessment: Feedback for Alignment, Development and Succession Making the Change: Feedback for Career Self Management
Tim Schoonover President & CEO Promark Company/OI Partners, Inc. OI Partners visit Cincinnati! Thank you to our Clients: LouAnn Eckert-Lynch (Procter & Gamble), Brad Baker (Milacron), Mark Tefend ( Intelligrated) and Walter McLarty (TriHealth) for speaking to our OI Partners at our national meeting held here in Cincinnati on May 4th and 5th.  The partners were treated to a reception at the Promark office on Thursday and an outstanding dinner cruise on the Destiny Yacht on Friday.	As leaders challenge themselves and their organizations for higher levels of performance, four questions arise: What needs to be done? Which capabilities are required? Are we sufficiently motivated? and eventually, How are we progressing? Performance feedback is the “navigational equipment” that helps us monitor our course. We must continually check our instrumentation and then adjust for emerging conditions. This issue focuses on the importance of proactively seeking and responding to the truth of what is happening.  It is not offered with the naiveté that our excursions will go as planned, but with the deep conviction that these journeys can be better navigated. Truth to Tell:  Performance Feedback and ROI To help improve return on investment in people, there are 5 types of behavior and 4 rules that leaders need to keep in mind during performance feedback.  Motivate Your Team to Top Performance Much of our management of people relies on motivational techniques of one sort or another. Here are the top 7 in use today. Employee Performance Evaluation - The Easy and Effective Way Employee performance evaluations can be done easily and effectively, if you can incorporate 3 key activities into your process. Emerging Leaders Assessment: Feedback for Alignment, Development and Succession About 75% of the senior team will retire in 5 to 10 years. This case study about assessing and giving feedback to a group of emerging leaders offers insight for what you’ll likely need to do soon in your organization. Making the Change:  Feedback for Career Self Management This case study offers an example of how to offer feedback to help an employee get his or her career back on track.
We are proud to sponsor the Greater Cincinnati Human Resources Association's HR Academy May 24, 2007.  The meeting is held in the Media Center of the Grand Baldwin building.