Laura Mueller wrote:
> My name is Laura Mueller and I work for the North Suburban Library System
> in Wheeling, IL. NSLS is an organization whose members are 680 academic,
> public, school and special libraries in northern Illinois. We provide a
> framework that supports, expands and connects the resources of our
> members.
>
> We are in process to become a Learning Organzation. I'm hoping to draw on
> the expertise of the people on this listserv! I have learned a great deal
> from the discussions on this listserv. I'm looking for some guidance,
> opinions, etc. on the topic of performance evauluations/appraisals in a
> LO. We have come to the realization that our "old" form for performance
> appraisals are not in sync with the changes that have happened and
> continue to happen within our organization since we've embarked on our
> journey to becoming a Learning Organization. We are planning on
> concentrating on learning contracts but I'm looking for information on how
> evaulations or appraisals are handled within a true Learning Organization.
> Any input would be greatly appreciated! Thank you all in advance.
>
> Laura Mueller
Laura,
I've thought long and hard about this issue--though I can't claim much
expertise. I began using an evaluation that identified core performance
values which seemed organizationally important. The rating ranged over a
5-point scale. When we agreed to begin working towards a learning
organization model, we also started using performance agreements, borrowed
from Covey's "principle-centered leadership." Over time I realized that
the performance agreements were more valuable than the evaluations, even
though institutionally, the evaluations were required.
I think that evaluations change the focus of performance from customers to
supervisors. I'd much rather see customer survey forms than evaluations
any day. Part of our performance agreements included staff surveying
their customers, enabling staff to stay focused on the primary object of
our efforts. As I continued to use evaluations (because they were
required), I asked team members to complete evaluations on other team
members--moving to a 360 degree process for everyone. I definitely feel,
now, that evaluations (as they are used in most places--especially annual
evals) are irrelevant to the work that is happening now. Indeed, they're
more of an audit of individual behavior, skills, performance that may not
be cogent to now.
I'm more inclined to support frequent reviews of performance agreements
within teams (using critical feedback); customer surveys; and team dialog
to create the self-correcting behavior I'm looking for.
-- Richard C. "Doc" Holloway, Thresholds--Human Development and Networking P.O. Box 2361, Olympia, WA 98507 Phone: (360) 786-0925 Fax: (360) 709-4361 olypolys@nwrain.com"In questions of power . . . let us hear no more of confidence in man, but bind him down from mischief by the chains of the Constitution."
-Thomas Jefferson
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>