Welcome to the June 29, 2005 issue of The Total View

Published by Success Performance Solutions, Written by Ira S. Wolfe

Visit our Human Resources Blog and Perfect Labor Storm Blog where we can post daily (and more often) human resource updates, news, and Perfect Labor Storm facts. 

Register for CriteriaOne online or call 717.291.4640.

What's Inside:

1.  DISC Behavioral Styles Bias Performance Reviews

Performance reviews, one of the most disliked managerial responsibilities, are difficult enough to do without personal bias getting in the way. What follows are highlights about how your personal style might get in the way of effectively managing your employees.

"D"s prefer to evaluate others by how well they meet the standards and challenges set forth by the "D." The amount of work accomplished by others must meet the "D's" expectations. They tend to set demanding standards for themselves and will seek out who do likewise. However, they will become impatient when employees don't do what was expected and even more competitive when people surpass them. They tend to set stretch goals. When an employee isn't doing well, high "D"s don't have much problem relaying bad news and discipline. But their sometimes abrupt, just-get-it-over-with behavior comes off as confrontational, more than constructive feedback, even when what they had to say needed to be said. You'll often hear others say, "I agree with what he said, but not how he said it." Some high "D"s may even send a memo or email telling an employee they're not pulling their weight or even that they're fired. Positive perfomance evaluations are based on results, not the details. Coaching will be limited to "just go do it and keep me posted."

"I"s tend to evaluate other by how well they verabilze feeling. They see performance reviews more as a time to look talk about doing better than a time to confront underperformance. High "I"s prefer a face to face meeting, often times in a casual setting. They may even schedule a difficult meeting over lunch. Telling an employee bad news is extremely difficult for the high "I"; they may tend to beat around the bush before telling an employee what needs to be said. High "I"s tend to set optimistic goals, even unrealistic, because it never hurts to dream. While other high "I"s might enjoy their cordial presentation and letting under-performing employees down easy, other behavioral styles will likely be thinking, "why don't you just say it and stop talking already?" High "I"s are great coaches if you believe inspiration and motivation can change behavior. But most coaching sessions will be more talk than action, with the coach doing most of the talking.

If any style is challenged by performance reviews, it's the high "S". Performance reviews are truly times to acknowledge contributions of the employee and identify areas of improvement. High "S"s will likely be the most lenient managers. They prefer stability to change. Discplining or terminating an employee is very stressful and requires change if the employee leaves or needs to be replaced. The high "S" may not sleep well the night before an evaluation and is especially drained after the meeting. They will bend over backwards to accomodate under-performance, and hope the employee will quit before they have to confront them. High "S"s tend to set realistic goals - why set goals you can't reach, it's risky, confrontational and demoralizing. High "S"s are the very best listeners and natural coaches of all the styles.

For the high "C", performance evaluations are rather "matter of fact." Their reviews are well-documented, detailed, and critical but objective. Results, accuracy, and cognition get high ratings. If the top rating is a 5 for outstanding performance, high "C"s rarely give higher than a "4" - "there is always room for improvement", they think. Goals are specific and measurable with exact milestones. They will be realistic and at least in the high "C"s mind, attainable. High "C"s set a very high standard and how you reach your goals is just as important as getting the result. Ongoing feedback will be rare but when provided, the high "C" will consider it constructive. Unfortunately the recipients might perceive it as critical.

More information about DISC.

Improve employee performance reviews.

2. Perfect Labor Storm Alerts #419 to #420

Don't miss day-to-day updates on Perfect Labor Storm. Save the Perfect Labor Storm blog to your favorites.

Fact #419: 48 percent of America’s privately-held companies are at least half-owned by women, an increase from 44 percent in 1997, according to the Center for Women’s Business Research. The reasons these entrepreneurs cited for starting their own businesses included the freedom to set their own schedules, the chance to pursue an opportunity, and the desire to escape from the “glass ceiling” that they felt limited their careers in corporations.

Fact #420: In 2003, 1.3 million Hispanic-Americans were self-employed, which is more than five times the 241,000 who were self-employed in 1979. Meanwhile, the number of African-American entrepreneurs increased to 710,000 in 2003, up 2 percent; and self-employed Asian-Americans increased 26 percent, to 590,000.

Don't be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won't Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Order your copy today - Only $7.95.

3. "Learn to Job Fit Employees - Hire Competence, Drive Performance"
Only a six seats left.

Learn how to: .

Special Fee for The Total View readers - save an $500 off our registration fee of $1695. Your fee of only $1195 from each company plus 3 days of training, workbooks, free assessments valued at $1300. Learn to identify competencies, complete a job analysis and interpret behavioral, values and personality assessments and build a structured behavioral interview.

The next Train-the-Trainer will be held from August 3-5, 2005 in Lancaster PA. Register a 2nd person** from your company at no additional cost.
Register for CriteriaOne online or call 717.291.4640.

4.  Online Self and 360 Competency Assessments

Janus Performance Management System is tailored to match individual needs by developing the competencies that are most relevant for every job.

Janus provides a comprehensive, step-by-step planning design to help manage this process effectively.

Janus not only provides a suite of goal setting and appraisal forms and templates to help this action planning process, but also helps to ensure that all reports are in plain language, complete, comprehensive, and easy-to-use.

The 36 Janus Critical Core Competencies are based on the principles of the Balanced Scorecard.

Learn more about effective performance management.

5.   CoachView

CoachView reports provide information that will assist a manager or coach in understanding an employee's unique profile. It also provides each employee with a better understanding of him or herself.

The report provides insight into the employee's personality profile and important work related characteristics such as their:

• Leadership Style
• Preference for change
• Approach to Conflict
• Approach to Self-Promotion
• Preference for Salary or Commission
• Approach to Listening
  - and more.
  

CoachView is intended to assist the coaching or mentoring relationship by providing a starting point for meaningful discussion about an employee's values, needs and objectives. Further, the report assists the Coach in asking pertinent questions and providing relative feedback and ideas that are tailored for the employee.

CoachView was specifically designed to provide general work related information that will initiate a positive and effective coaching or mentoring experience.

CoachView produces two unique reports: one for the coach and one for the employee/mentee.

6.  A Practical Guide to Understanding and Managing Hispanic Employees

Hispanics make up a huge percentage of the workforce in the hotel, food, manufacturing, service and many other industries. As a manager or co-worker do you understand the motives and needs behind the behaviors? Do you want to learn how to create a more inclusive environment, and how to increase your effectiveness with cross-cultural communication to get results?

Inside this book you'll learn the secrets of:

- Overcoming the biggest barriers to cross-cultural communication and collaboration.

- Customizing your message to appeal to the different types of Hispanics in your organization.

- Helping Hispanic employees work through cultural shackles that keep them from contributing and succeeding.

- Establishing long-term organizational tranformation. This is not just a passing fad linked to the current popularity of Salsa music!

- Creating an environment of mutual trust, increased business literacy, personal accountability and ownership!

And much more - Purchase Motivating Hispanic Employees..

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