Performance Review:

Goal: Develop a “performance review” that is

* authentic (similar to industry),

* ensures equitable contribution by all team members,

* supports behaviors that define a “good engineer” according to

the profession.

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Advisory Board Input: Russ Tipton, Liebert

Performance Appraisals are broken into 3 categories:

a. Performance against last year's goals,

b. Goals for next year, and

c. Competencies.

Each year Liebert has "Performance Excellence" goals established by top management of Liebert and their management at Emerson.

This year the performance excellence topics are:

· Customer Loyalty,

· Operational Excellence,

· Technology Leadership, and

· Quality.

Each level of management develops specific tasks for each topic that are directly related to the individual department. This process flows down to the folks that accomplish the tasks.

Technology leadership is pretty obvious for engineering. But each person is assigned specific technology leadership tasks.

On the surface, Customer Loyalty seems a bit abstract for engineering. For me, I handle Product Line Leader responsibility for several product lines. I am the technical contact and my responsibility is to acknowledge within a business day any request. These are anything from part shortages, bill of material issues, parts incorrect, drawing inaccuracies, to configured units not matching the customer's order and sales people needing more information about a product. Some things I can handle directly, some I pass on to the responsible party.

Operational Excellence deals with ensuring the whole process is as good as it can be. Things like cost improvement or quality improvement projects fall here. Also improving the internal processes of the department and interfaces with other departments fall in here.

Quality shows up in FMEA's in support of quality product design and projects to correct problems that cause back-charges due to product inadequacies. Other departments have quality initiatives also. For instance, the shipping department has had projects to minimize and eliminate shipping the wrong item or to the wrong address, etc.

The last area is Competencies.

For engineering we are rated on:

· Adaptability,

· Building Customer Loyalty (immediate as well a paying),

· Change Leadership,

· Collaboration,

· Communication,

· Decision Making,

· Initiating Action, and

· Planning & Organizing.

Liebert is trying to make this more & more automatic.

Process has the employee do a self-rating based upon the goals for the past year.

Then supervisor chimes in from her/his perspective and gets critique from the supervisor's supervisor.

Then face to face meeting between employee & supervisor.

Iron out any miss-understandings.

Approve and file in personnel files.

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Advisory Board Input: Randy Sheidler, AEP

			Joint	Strengths	Learning
	Participant	Supervisor	Rating	(mark 3)	Needs
					(mark 3)
Role I. PERSONAL FOUNDATION
1. Building Trust and Showing Integrity
2. Building Relationships
3. Communicating Information
4. Initiative and Drive
5. Continuous Learning and Development
Role II. PERFORMANCE COACH and MENTOR
6. Managing for Results
7. Delegating and Empowering Others
8. Coaching and Mentoring Others
9. Improving Poor Performance of Self and Others
Role III. TEAM FACILITATOR
10. Teamwork / Collaboration
11. Effective Meetings & Discussions
12. Resolving Conflicts and Differences
13. Building Business Partnerships
Role IV. LEADER
14. Leading through Shared Vision and Values
15. Inspiring and Influencing Others
16. Adaptibility/Flexibility & Helping Others with Change
17. Creativity / Continuous Improvement
18. Client Focus
Role V. MANAGING the WORK and BUSINESS
19. Planning and Organizing
20. Analytical Thinking and Problem Solving
21. Decision Making and Systems Thinking
22. Professional, Technical and Computer Skills
23. Understanding the Business and Competition
24. Safety and Environmental Leadership
Participant's Original Comments:
Supervisor's Original Comments:
See discussion Topics