How do you evaluate your managers?

Hi, Laura.

In my experience, objective, quantitative, and/or qualitative metrics produced SYSTEMATICALLY (as a product yielded by design), and that are SPECIFIC (as opposed to broad based or “overall”), resolves concerns related to subjective valuations and generic management assessment tools.

The system required in order to produce the data necessary for “proper” and accurate assessment of management is not simple to create. However, if you wish to understand the effectiveness of management in relation to its targeted aims, I recommend systemization of the division in which management has been or will be assigned and evaluated.

Basic elements required and related thoughts:

1. Baselines
Evaluation must be related to something. Where baselines cannot be obtained, use the most objective starting point from which progress will be assessed.

2. Goals
The evaluative “measuring stick” will span from the baselines to some objective. Broad and template based performance evaluations are not recommended… You want to understand specific progress related to specific issues.

3. Operating System (OS)
An OS must be designed in order to produce relevant data as a “natural” (preferably automated) result of its functioning. Specific data should be obtained and assessed routinely.

4. Data
Datum is of relative value. Prioritize your valuation according to the information obtained within the established contexts in order to determine “progress.” This is important and there is much more to be said on this point. Please let me know if you would like the details.

5. Performance Standard (PS)
Staff expectations must always be clear and mutually agreed upon - in writing. Otherwise, you—the one who manages the managers—will be susceptible to any one of a number of issues (problems). Again, much to be said on this point… Please let me know if you would like more information.

I hope this helps.

Steve

At Key Builders we provide annual performance evaluations for our managers. At the beginning of each year we define specific goals for each manager that are linked directly to our corporate goals. At year end each manager prepares a self evaluation assessing their performance and the President provides his assessment. These evaluations are discussed in detail at the manager's review with the intention of recognizing positive behaviors and results and mentoring where needed.

Being in the construction industry, our Project Managers and Field Superintendents are evaluated at the completion of each project. Specific cost, schedule, quality and safety goals are agreed at the beginning of each project with performance to these goals measured at the end of the project. A portion of their performance incentive is tied directly to these evaluations.

Steve, your point about the shortcomings of template based assessment tools is insightful and right on.

I would just reiterate that management performance standards not be determined solely by the manager who is being evaluated.

Thank you everyone for these terrific answers! In particular I like the idea of skipping a level down to talk to the people who report to the managers, rather than filtering everything through the managers. And looking at promotions is also an interesting metric because it shows employee development, which is what you want managers to be doing. Great stuff!

The managers are in an enviable position they not only have the advantage of a self-review and one given to them by their supervisor, but can also benefit from their staff’s unabridged, candid evaluation.

by
bob