Some years ago, as Executive Vice President of NAPL, I was asked to oversee the procurement of a better, more meaningful way to help our managers and supervisors monitor, measure and improve the workplace performance of our 50 team members. Although we were conducting performance appraisals at the time, there was frustration in how they were structured and implemented. Mostly, the entire process was viewed as a perfunctory, “check the box” requirement which did little to fortify the development and contribution of team members.

I prepared a request for proposal and dispatched this to the usual suspects. As I reviewed and evaluated the responses, I was not convinced that any of these approaches were what we were looking for. Many were convoluted and confusing (and costly!), adding a level of complexity which would only add to the confusion and frustration of managers and employees. What to do?

I brought together a team of managers, supervisors and employees to get their view of what a robust, simplified process would look like and how it would best serve the manager, the team member and the organization. Following a robust discussion, three basic elements emerged. The process should focus on specific job responsibilities, measurable goals for improvement and workplace behaviors which align with the organization’s stated values.

After drafting and sample testing several iterations, the final product was rolled out. Managers and team members were trained in how to get the most out of this simplified but powerful tool to monitor, measure and improve results.

For a sample the Dynamic Performance Appraisal product, as well as instructions for its use, email me at joe@ajstrategy.com.