Why You Need Performance Evaluations
Formal, routine process for all helps improve performance
Dick Wittman
Published: Dec 29, 2010
In a poll of a 900-member Canadian No Till Conference audience a few years ago, less than a handful of participants raised their hands when asked how many farm managers have any evaluation process in place in their operation.
About half of the audience thought it would be a good idea. When I asked, "How many of you would be scared to death to implement this practice?" over 100 hands shot up.
I've often pondered, "Why does this response occur so typically throughout family farm businesses?"
One farmer asked, "Why should I do this? Everything is going smooth now, and this might just create problems by asking unnecessary questions."
This manager may be right if:
- The operation has a competent team with open and professional communication
- Feedback is an ongoing process where everyone knows when they are doing well and when adjustments are needed in performance.
The problem arises when some of these conditions don't exist, and there is no formalized process to deal with adverse performance. Managers hesitate to take action because they know it will single out an individual. When there is a formal process that is done for all on some routine schedule, (i.e. annually), the employee expects to be evaluated like everyone else, and the manager knows the evaluation process is an expected part of the management regime.
The fear of instigating this process is usually worse than the reality. The first time through the cycle is the hardest, but often provides some of the most valuable interaction. This is the time when you can help redirect employees – including family members – who may not be performing up to speed.
By the second evaluation cycle, the process moves into a refining stage. There should be few "new agenda" issues, and, if the process succeeds, clear progress should be visible in addressing concerning and accomplishing goals.
A personnel expert once stated every manager has three options when dealing with adverse performance: retain, re-direct, or replace. Every manager and employee should approach the evaluation process with these three thoughts in mind.
Dick Wittman is a Farm Futures contributing editor, farmer and farm management consultant from Cul de Sac, Idaho.
Permalink: Click here
Tagged: farm, farm futures, no till
|