âOpen up the tentâ for evaluations.By Dennis McCafferty
Define success early.
Create measurable standards to meet customer and stakeholder expectations: work output achieved, market share gained, etc.
Ask for specifics.
What people have done will always trump what they say they can do.
Look for âsegmented competencies.â
Candidates typically need 3 to 6 distinct competencies for an assignment, and 15 to 30 for a full-time job with multiple assignments.
Consider âoptimizedâ staffing alternatives.
If a contractor can get a specific job done better, it will free up full-timers for what they do best.
Encourage bottom-up input on optimized staffing.
Those in the trenches should know what kind of hired-gun skillset will get the job done.
Scrutinize validity of certifications.
Ask: What knowledge was gained? How it was obtained? What kind of assessments were done?
If you're constantly hiring skilled, agile employees from certain sources, continue to use them to recruit.
Use past experience to align your teams.
Use your employees' demonstrated strengths and weaknesses to guide future assignments.
Ban âbelow average/average/above average.â
Stress "seldom/sometimes/always" to evaluate assignment-driven goals.
âOpen up the tentâ for evaluations.
Encourage internal/external customers and team members to provide input on reviews.