AARs are a powerful tool for objectively evaluating performance, for the purpose of improving performance. Scalable and adaptable, they can be used in just about any circumstance.
The After Activity Review (AAR) is used
extensively by the U.S. military (therein After Action Review), as a
“learning tool” to improve the performance of all participants, no
matter how lowly or exalted. AARs are formally part of all training and
The After Activity Review (AAR) is a structured
evaluation of performance; performance of an individual, group, or
organization. The structure and process of the AAR provides scalability and
adaptability to any event wherein performance is evaluated.
Continue reading “After Activity Review”
The high level performance requirements germane
to a “business professional” are supported by general and specific
interpersonal, customer, community, and technical skill requirements. These
The original concept of professions and
professionals had general and specific characteristics which differentiated
them from technicians, vendors, and non-professionals. The characteristics are
special or unique competence in special tasks and services; competence defined
by a comprehensive and self-governing organization of practitioners.
Continue reading “High-Level Performance Requirements”
…establish a true picture of performance first, and don’t ever let compensation concerns affect the view of performance.
Recently on GaryNorth.com, a member asked about
how to approach his upcoming six month performance appraisal, and for a
framework for the appraisal. Here is a detailed response:
When I accepted my job about six months ago we agreed that I would have a performance review every six months…
Continue reading “Part 1 – Performance Appraisal Framework”
If we are to control our future, we have to control our present; and we also have to build that future based on the present.
I have several options for my “review,” which we plan to schedule for this coming mid-week. I could take the approach of asking good questions and getting as much info from my boss as possible to see how I’ve done and how I can improve. I could ask to negotiate my “guaranteed minimum” bonus so that I get more than the “minimum” based on better than “minimal” performance (how that would be quantified is another question). I could negotiate for a raise due to 1) good performance and 2) being currently underpaid.
Yup, lots of ways to go..
Continue reading “Part 2 – Performance Appraisal Implementation”