Tag Archives: success

Should I hire over-qualified people?

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Should I hire over-qualified people?

(or will they leave as soon as something better comes along)

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

I recently received this question from a reader:

I currently have several positions open, and the job descriptions clearly outline the experience necessary. I’m drowning in applications from overqualified people. I know with the unemployment rate so high, people often have noticeably more experience than the jobs they apply for require.

However, I fear that if I hire overqualified applicants, they will leave as soon as a better job comes along. So I prefer to hire candidates ready to move up or laterally. Is it worth considering overqualified candidates? Or can we add something to the job description to improve our applicant pool?

You are in a great position. My recommendation is not worry about the future if you hire an over-qualified person. Focus on hiring the perfect person for the job. And let “what if” take care of itself.  Let’s take the following examples:

 

  • Some people you feel are ‘over-qualified’ are actually looking for a lower-pressure position. They want something they can comfortably and expertly handle in 5-days/8 hour time slot. Because they are (as you describe) “over-qualified”, your position is perfect for them.  They may not be looking for their ‘next challenge’.

 

  • Don’t assume you understand someone’s reason for applying for your job. They may want a slight career change.  Although they may seem over-qualified for the specific task you have in mind; their interest is more in a change of industry or culture.  Maybe their next challenge is getting experience in this new industry or area.   Perhaps your job offers more travel (or less travel).  It can be any number of things that attract.

 

  • Understand why you are hiring.  If you are in a production spike and need someone that will ‘hit the ground running’, hiring an over-qualified person is your best option.  If your spike is temporarily, consider contracting or temp-to-hire, until your product needs levels out a little.

 

  • To ease your discomfort around this topic, be explicit in your expectations. Explicitly announce your expectations and intentions (including the minimum length of expected stay). It’s perfectly acceptable to include the expectations to stay in this particular job for 8 months, 1 year (whatever your minimum expectations are). You can also include a contract penalty for leaving the position early (1 week, 2 week pay, whatever). This will weed-out the people that are merely using your job as a jobs-gap (bridge to another position).

 

  • Continually outline future career opportunities and advancement routes in both the technical and management ladders.   This helps retain the high-performance employees.

 Conclusions:

Don’t wait until the top-performers leave your company to figure this out.  If you don’t invest in your current employees’ career development, then you will be left with only low to mediocre performers (which make your management job that much more difficult).  Avoid offering lateral positions merely to ease your discomfort with hiring ‘over-qualified’ candidates.  Offer lateral position when it comes with additional promotion or skills advancement opportunities for the employee that is making that change.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

 

Why do employees continue to job-search?

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Why do employees continue to job-search?

(Even when they already have a good job)

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

Two recent surveys found that a majority of full-time workers continue searching out job opportunities, usually online and often through social media. What are the pluses and potential pitfalls of continually being on the search?

My first recommendation to employers is to not take “continually searching” personally.  There are many reasons individuals window-shop.  People often droop over the newest sports-car or gadget.  But it doesn’t necessarily mean that they are unhappy with their current toys.

There are often many reasons for job-window-shopping:

1) If workers are not satisfied with their current work environment, they will continually look elsewhere.

The advantage to this is that many people can handle a ‘bad working environment’ as long as they see a light at the end of the tunnel (a potential new position in the horizon). Conduct frequent one-on-one meetings to understand what is lacking in your employees career development plans.

2) People are always curious. This is an advantage to everyone.  Employees should be encouraged to bring these new desires and new knowledge to their manager to see if there are appropriate jobs opportunities in your current company that fits.  Management would be prudent to hold frequent career development one-on-one meetings, so that they understand what their talented employees are looking forward to doing.

3) Excellent employees are always forward looking.  If the employee sees no ‘next step’ within their current company, they will look more seriously at their next step outside of their current company.  Management would be smart to continually outline attractive and progression job roles for their best employees.

4) People need to feel valued and want to be continually challenged in their area of passion.  At a certain professional level, it is not ‘money’ that satisfies.  The best employees are attracted toward an increase of mastery and autonomy in the areas that they are passionate about.  If management isn’t listening, they are likely to lose their most valuable employees — because it is the talented that walk and the weak that stay.

5) If management uses this opportunity to negatively affect the employee’s advancement opportunities, then management is short-sighted. The employee is doing exactly what they need to do to create the most effective and efficient match between what they want to do with their careers and what they are actually doing with their careers. The employee is acting responsibly. Management would be acting responsibly by listening and reviewing current company’s opportunities to better match their employee’s talents and passion.

Conclusions:

Don’t wait until the top-performers leave your company to figure this out.  If you don’t invest in your current employees’ career development, then you will be left with only low to mediocre performers (which makes your management job that much more difficult).

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

 

If you can drive, you can understand project managing.

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If you can drive, you can understand project managing.

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
If you know how to drive, you already understand project management.  You may still not want to be a project manager, but at least you understand better their function and value.  In fact, project management and defensive driving have much in common.  Let’s look:

Road Expectations Project Management Equivalent
Traffic patterns and traffic rules Project ground rules, schedules, resources, budgets, etc
You cannot safely go faster than the car in front of your Critical path analysis and task dependencies
Everyone in your lane (even though they have a variety of destinations) really needs to be heading in the same direction Everyone on your team (even though they may have different motives) need to be heading in the same direction.
Car’s break lights are RED for a reason RED FLAGS on a project mean slow down; stop; and re-evaluate.
Motorist pull over for emergency vehicles Projects have recovery protocol charts and plans
Motorists merge temporarily into another lane to get around an accident. Project resources are temporarily redirected to past a blocking issue.
Traffic lights and signs are placed to control the traffic patterns and keep everyone in-synch and on time. Status reports and quality metrics are placed to keep everyone in-synch with the delivery schedule.
Motorists risk lives when they speed and ignore traffic rules. Employees risk the project schedule and create hostility in the team when they ignore the project rules.
Accidents and traffic tickets delay time to destination Defects and morale issues delay project delivery schedules
Optimal routes change depending upon road conditions, weather, traffic patterns, time of day traffic loads, and construction schedules. Projects often deviate from the original route because of various contributing factors such as: resource allocations, equipment failure, outsource/contract disputes, defects in components, scheduled maintenance and security upgrades, etc.
General motorist courtesy: slower traffic stays right, left lane reserved for passing only, leave enough space when you change lanes (no cutting off people), allow people to merge into your lane, etc. Project meetings have certain courtesy ground rules: No interruptions, allow everyone to speak their opinions, no arguing, allow the option to change direction (as long as the destination stays the same).
Yield the right of way Abide by the priority of the team goals (not just your own agenda).
Pedestrians have the right of way Keep the client perspective in mind at all times.  Project Managers need to also be a client advocate
Motorists encounter detours because of unexpected road constructions – but their final destination is the same. The natural flow of a project will have some detours – but the final destination always stays the same.
Getting angry at the non-moving traffic doesn’t make the traffic move any faster. Getting upset at the lack of visible project progress isn’t helping.  Either take constructive action or be confident that things will eventually move along.
Road rage Sometimes there is road rage in the boardroom or office meeting.  It’s as dangerous in the office as it is on the streets.
Texting while driving may cause something to be missed and end up in a fatality. Texting and multitasking in a project meeting will cause something to be missed and end in a delay in schedule.
Bridges ice first Project pieces not well grounded or rooted, are risky.  That is why you have Risk Analysis and Risk Management as part of the project manager’s toolbox.
Different cars handle differently on the road. All employees and resources are not the same.  You need to handle them individually.
Want more help?   Setup a one-on-one chat session or email consult with LauraRose@RoseCoaching.info

Do you have what it takes to be a good project driver? 

Take this online project driver test to find out….

What we can learn from Judge Judy.

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Back in the old days (when I was growing up), daytime television was composed of soap operas.  Today it’s slightly different.  Today there are a plethora of judge TV shows.

Is there anything we learn professionally from Judy Judy that we can use in our career advancement?

      ABSOLUTELY!

 

 

 

Some of the things are:

  • Most disputes stem from miscommunications
  • Document expectations to reduce miscommunication
  • Answer the questions being asked
  • People get pissed-off when they think you are hiding something

To avoid miscommunication:  Paraphrase everything you think they are saying back to them. This gives them the opportunity to correct you or agree with you. Ask them to repeat what you say to them. This gives you the opportunity to see if they heard what you meant to say.

Document expectations:  Write down your agreement to include measurable criteria , who is responsible for what, and reasonable time line. Also include consequences on any missed goals and deadlines.  Sign and date.  If you verbally alter agreement, then document the changes, sign and date.  (For more information on Change Management Strategies, contact LauraRose@RoseCoaching.info)

Answer the questions being asked: I recently asked a vendor about their status on my project XYZ. They quickly told me the status of their project ABC.  That was nice, but I was interested and asked about my project.    The deflection frustrated me and I had to ask again.

People get pissed-off when they think you are hiding something:  The above Q&A repeated once again, until I lost patience.  I imagined that they had not spent any time on my project; and didn’t have any status to report.  Since I had a signed contract that identified expectations, time frames and consequences,  I was able to discontinued their service without payment and found a better fit.

How can you re-use these lessons in your profession?

 

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Using Game Theory to Navigate Business Obstacles

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Many of the strategies used in games can be effectively translated to business and professional navigation.  Find out how….

Notice the similarities between game play and office strategies:

  • Play by the rules of the game
  • Familiarize yourself with your opponents strengths and weaknesses
  • Understand the stats on your teammates
  • Accommodate for any handicaps on your team, and defend against the strength on the other team
  • Keep your ‘tells’ in check (Be aware of what your nonverbal cues and reactions are expressing)
  • Understand your options.  (You have more than one game piece on the board)
  • Continue to increase your skills and focusing on gaining additional game pieces
  • Take advantage that you have three lives.  (Be willing to take risks to learn how to get to the next level)

If you were to take advantage of just one idea — I recommend the multiple lives rules.

Most games give you multiple chances to advance. In baseball you get three strikes before you are out.   Even then you have more than one inning at bat.  In video adventure games, you have 3 virtual lives.  We grew up with the idea of multiple changes and taking gaming risks (gambling with our game pieces), but most of us are too timid to do this in the office.  Avoiding risks at the office translate into never going to bat (which means removing any opportunity for a home run).

Take the HOME RUN TEST to learn want steps to take to win at the office.

In my GoTo Academy: Tools for the GoTo Guy and Gal continuous online coaching series, I go into Time-boxing and the use of Parking Lot methods in detail.
If you are interested in more training in these areas, please signup for the continuing online coaching series.

Subscribe to my weekly newsletter

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

How a diet tip helped me get a work-related request accomplished.

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I know this sounds strange, but I used a diet tip that I read from Micheal Thurmond’s “6 Day Body Makeover”  – to accomplish career critical tasks.

The diet tip is about  ‘how you stay on your meal plan when you go out to eat’.  The tip suggest that if you want substitutions (for instance a healthier vegetable as opposed to a high-caloric side dish) – then peruse the menu for vegetables.  If the kitchen is already offering broccoli on a different menu entree, then it is more likely that they will not have a problem substituting broccoli for your side dish.  If you don’t see that vegetable on any of the menu’s entrees, it’s less likely that your request will be granted.

Yes — that’s a great diet tip, but what does that have to do with collaborating with others in the work environment?

Well — take this example:

I am a vendor for an organization.  This organization has not been proactive in promoting our series (of which they get a revenue share).  Since it’s to both of our advantage that this series is successful, I searched for low-hanging fruit items for them to implement to increase our exposure and promotion opportunities.  So — I did the following:

  1. Investigated what they are already doing for other vendors in regards to promotions.
  2. Mocked up similar buttons and video clips for our series.
  3. Proposed integrating these things along with the other things they are already doing.

Since they already had the mechanism in place for the other vendors, they had no problem slipping my things in that same mechanism.

How about this example:

You want to attend an out-of-town conference.  Your company has  a tight budget.  Although they will give you paid-time-off (without the cost of a vacation day), they didn’t initially approve the cost of the conference or travel expenses.  What if you did the following?

  1. Investigated which of your high-profile clients are also attending this conference.
  2. Contacted the sales/marketing person associated with those specific clients to catch up on any current issues and promotion opportunities.  Ask their opinion if their client would be interested in meeting the actual developer of their product (to discuss future and current feature lists)?  [Most clients jump at the chance to talk to a developer]
  3. Propose a technical support/sales event, such that with one trip (to this conference)– you can visit this specific list of high-profile clients.

What if you designed the proposal like that above?  Would you have improved your changes?

What to find out about a handful of professional tools and cheat sheet for your use?  Check out the  10 Tools in 10 Minutes video at:

 

Why Do Workers Keep Searching Out Jobs

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Two recent surveys found that a majority of full-time workers continue searching out job opportunities, usually online and often through social media. What are the pluses and potential pitfalls of being on the search continually.
There are often many reasons for job-window-shopping:
1) If workers are not satisfied with their current work environment, they will continually look elsewhere.
The advantage to this is that many people can handle a ‘bad working environment’ as long as they see a light at the end of the tunnel (a potential new position in the horizon).
2) People are always curious. We window-shop. We want to see what is out there. Like window-shopping, people like to compare their current wardrobe to see if anything is missing, etc. It doesn’t necessarily mean that they are wanting to ‘jump ship’. This is an advantage to everyone if you take this new desire and new knowledge to your manager to see if there are appropriate jobs opportunities in your current company that fits what is attracting you out there. Management would be prudent to hold frequent career development one-on-one meetings, so that they understand what their talented employees are looking forward to doing. It the employee sees that there is no ‘next step’ within their current company, they should feel allowed to look more seriously at their next step outside of their current company.
3) People need to feel valued and want to be continually challenged in their area of passion.  At a certain professional level, it is not ‘money’ that satisfies.  It is more likely to be a combination of money, autonomy and mastery opportunities that are more aligned with the individual’s passion and talent.  If management isn’t listening, they are likely to loose their most valuable employees — because it is the talented that walk and the weak that stay.
4) If management uses this opportunity to negatively affect the employee’s advancement opportunities, then management is short-sighted. The employee is doing what they need to do to create the most effective and efficient match between what they want to do with their careers and what they are actually doing with their careers. The employee is acting responsibly. Management would be acting responsibly by listening and reviewing current company opportunities that better match their employee’s talents and passion.
Do you have a ‘ready-to-use’ resume or press kit?  To get a sample Professional Press Kit worksheet,

Secrets to Taking Command of Your Own Performance Review Part III

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What makes up a Personal Business Commitment plan? Who creates it? Who approves it? How does it fit in the performance rating process?

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered some tips to taking more control of our own performance evaluation process (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

Last interview and article, we quickly mentioned the Personal Business Commitment tool as a great way to communicate your goals and commitments to your manager.  But what makes up a Personal Business Commitment plan? Who creates it? Who approves it? How does it fit in the performance rating process?

Let’s take these questions individually.

 

Who writes the PBC?  Does my manager or do I?

In the idea world, the PBC is a two-way street.  Your manager would share his/her PBC goals with you.  Then you would create your PBC and commit to your SMART goals that will support your manager in his/her goals.  Your Business Commitments are just that; commitments to the business to make the business prosperous and successful.  (See my articles on always ‘thinking like the owner’ for more tips on this; or subscribe to the weekly newsletter here)

 

 

What does a PBC look like?

It can be as simple as stating what you plan to do to support your manager in his/her goals.  Clear state your business intentions in SMART language (Specific, Measurable, Achievable, Realistic and Time Bound).  Plan ahead as you write your goals.  Identify some Reasonable Forcing Functions and accountability partners to help you accomplish these goals.  For more information on Reasonable Forcing Functions and accountability partners,  please sign-up for the continuing online coaching series.

Example could be:

  • ¡  Be an effective leader in the organization by promoting the goals of  XXX
  • Grow the XXX Program from its infancy stage and gain recognition from executives
  • Deliver quality programs in an on-time, and in effective manner which validates the design and market suitability.
  • Manage and lead others in their efforts toward the PBC goals
  • Continue to drive a more effective use of our tools in-house.
  • Have a positive influence on  revenue associated with XX products

It’s also important that you keep track of your own progress.  Don’t depend upon your manager to remember everything that you are doing or are accomplishing.  Don’t even depend upon your memory at the time of your performance review.  Keep a running Accomplishment Folder throughout the year.  Keep your Professional Press Kit and resume up to date with your transferable skills, technical certifications, publications, patents, etc.    For more business coaching on these things,  please sign-up for the continuing online coaching series or contact mailto:LauraRose@RoseCoaching.info

 

Keep an open communication with your manager.  Initiate quarterly performance review meetings with your managers, mentors and coaches.  Facilitate frequent status one-on-one meetings with your manager.  The more frequent your performance-based meetings are, the less daunting they will become.  You and your manager’s goals are the same: To Achieve Your Business Commitments.  And since your PBCs support your manager’s PBCs; your success is also his success.

What is an IDP?

My upcoming “Taking Command of Your Performance Review” Workshop will go into detail on this topic.  It’s a three-hour workshop (75 minutes of presentation content and 90 minutes of actual hand-on coaching of the provided worksheets). At the end of the workshop, you will have a customized PBC and IDP started.

For more information on this critical workshop, see

https://www.lauraleerose.com/take-command-of-your-performance-reviews/

 

Conclusions:

Don’t wait until the last minute to prepare for your performance review. Consider everything that you do in the work environment as input into your performance evaluation process.  Keep an achievement folder to continually collect your accomplishments (until waiting until the last minute to remember them).  Read the follow-up articles in this series for more information.  Or better yet; attend the workshop at https://www.lauraleerose.com/take-command-of-your-performance-reviews/

 

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

 

 

Designing an Above Average Performance Rating

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Designing an Above Average Performance Rating

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered some tips to taking more control of our own performance evaluation process (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.   Or better yet; attend the workshop at https://www.lauraleerose.com/take-command-of-your-performance-reviews/

Last few interviews and articles; we introduced the Personal Business Commitment tool as a great way to communicate your goals and commitments to your manager.  We also discussed the importance of frequent meetings with your manager on the topic.  This is great for getting a “Meet Expectation” or average performance rating.  What if I wanted to get an Above Expectations, Above Average or even and Exceptional performance rating?  How would I go about that?

How do I go about designing an Above Average rating?

Well – the first step is having a frank discussion with your manager on what he/she sees as “Above Expectations”.

For example:  A developer’s primary role and responsibility is perhaps to design, code, test, and deliver high quality products and services.  Being an exceptional development is exactly what your manager expects of you.  Therefore, being an exceptional developer (even though you feel that it warrants you an Exceptional rating) is a “meet expectation” to your manager.  There is nothing wrong here – except there is a mismatch of understanding.

Above Expectations or Above Average often refers to activities outside your regular development duties (while still accomplishing your regular duties with high quality).  If you were to get published in a technical journal, present at a technical conference, bring back sales leads (contact names, numbers, email address from people that attended your presentation or workshop), visited client sites to provide on-site Q&A, job-shared with a Technical Support person so that you gained additional customer insight into your product, manned a Tradeshow booth as the technical support partner to the sales force, or conduct an executive business strategy proposal based on your innovation – those things would fall outside normal expectations for a developer.  If you were to accomplish those things in addition to your high quality development responsibilities, that would better warrant an Above Expectation rating.

Gosh!  If that’s an Exceeds Expectations or Above Average, what the heck is Exceptional and Excels Expectations?  This rating seems impossible.

Once again, it means sitting down with your manager to discuss what they see as Exceptional. More often it is tied to the business results of your “extra activities”.   For instance, if your client visit (which is outside of the normal duties of a developer) caused the client to purchase $50,000.00 more product or services – that would be exceptional.  If you conference presentation and subsequent collection of contact names/emails, lead to a huge sale – that would be exceptional. If your presentation to the executives an on innovative business strategy was accepted, executed and successful – that would be exceptional.  If the business result of your activities propelled the business forward faster to the business goals – that would be exceptional.

Conclusions:

The key is to have this discussion with your manager to understand what your manager feels is Above Expectations. If you have no clue on your manager’s scaling process, you are less likely to hit the target.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

Secrets to Taking Command of Your Own Performance Review Part II

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Secrets to Taking Command of Your Own Performance Review Part II

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered some tips to taking more control of our own performance evaluation process (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

Last interview and article, we quickly mentioned the Personal Business Commitment tool as a great way to communicate your goals and commitments to your manager.  But what makes up a Personal Business Commitment plan? Who creates it? Who approves it? How does it fit in the performance rating process?

Let’s take these questions individually.

What makes up a Personal Business Commitment plan?

The PBC contains a list of high-level business goals (typically handed down from the executive and management ladder).  The goals could be similar to:

1)     Increase sales by 50% by year end

2)     Retain 100% current clients and increase 10% of new client

3)     Release at least 3 new high-quality, in-demand products/service by year end

4)     Reduce incoming Customer Complaints by 50%

5)     Resolve 100% of critical and high-level complaints with 72 hours of issue.

6)     Resolve backlog of customer complaints by 75%

Once you have your manager’s business commitment goals, you can draft your personal business goals to support them.

Also create an IDP (Individual Development Plan) to accompany your PBC.   This plan will outline how you intend to stay up-to-date on the new technology and critical business skills.  Include any intentions for external professional coaching, internal mentoring programs, job-sharing opportunities, conference attendance, etc.  Make sure your IDP ties in with your PBC and your manager’s PBC goals.

The intent is to have a blueprint for the year.  If you know where you are heading, it’s much easier to get there.

My upcoming “Taking Command of Your Performance Review” Workshop will go into detail on this topic.  It’s a three-hour workshop (75 minutes of presentation content and 90 minutes of actual hand-on coaching of the provided worksheets). At the end of the workshop, you will have a customized PBC and IDP started.

For more information on this critical workshop, see https://www.lauraleerose.com/take-command-of-your-performance-reviews/

Who creates it?

In the idea world, the PBC is a two-way street.  Your manager would share his/her PBC goals with you (which he/she created from their manager’s PBC and so forth up the ladder).  Then you would create your PBC and commit to your SMART goals that will support your manager in his/her goals.  Your Business Commitments are just that; commitments to the business to make the business prosperous and successful.  (See my articles on always ‘thinking like the owner’ for more tips on this; or subscribe to the weekly newsletter here)

If your manager hasn’t created his/her PBC goals, initiate a one-on-one discussion.  Request a meeting in which the sole purpose is to walk out with a set of PBC goals in which tie your PBC.

Who approves it?

Both you and your manager collaborate and approve it.  It requires both signatures.  Often times, the manager would then have his/her manager sign-off on it as well.  It is critical that you have it documented and signed, because a change of manager often occurs.  If this documented and signed, you can have something to refer to with the new manager.

How does it fit in the performance rating process?

Once this is created and approved, it becomes a living document.  Every time a directive or project is changed, review your PBC to see if the document is still accurate.  If your management chain is altered, review your PBC with your new manager to see if the document is still accurate.  If you title, roles and responsibilities change, review your PBC to see if the document is still accurate.

Take the initiative to schedule quarterly performance progress reviews with your manager.  Use your PBC as the agenda for those critical meetings and request frequent one-on-one meetings in the interim.   The more performance-based meetings you conduct with your manager, the less anxiety the yearly review will

Conclusions:

Don’t wait until the last minute to prepare for your performance review. Consider everything that you do in the work environment as input into your performance evaluation process.  Keep an achievement folder to continually collect your accomplishments (until waiting until the last minute to remember them).  Read the follow-up articles in this series for more information.  Or better yet; attend the workshop at https://www.lauraleerose.com/take-command-of-your-performance-reviews/