The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago. Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world's second oldest profession! There is, says Dulewicz (1989), "... a basic human tendency to make judgements about those one is working with, as well as about oneself." Appraisal, it seems, is both inevitable and universal. In the absence of a carefully structured system of appraisal, people will tend to judge the work performance of others, including subordinates, naturally, informally and arbitrarily. The human inclination to judge can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgements made will be lawful, fair, defensible and accurate. Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified. The process was firmly linked to material outcomes. If an employee's performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order. Little consideration, if any, was given to the developmental possibilities of appraisal. If was felt that a cut in pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well. Sometimes this basic system succeeded in getting the results that were intended; but more often than not, it failed. For example, early motivational researchers were aware that different people with roughly equal work abilities could be paid the same amount of money and yet have quite different levels of motivation and performance. These observations were confirmed in empirical studies. Pay rates were important, yes; but they were not the only element that had an impact on employee performance. It was found that other issues, such as morale and self-esteem, could also have a major influence. As a result, the traditional emphasis on reward outcomes was progressively rejected. In the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and development was gradually recognized. The general model of performance appraisal, as it is known today, began from that time. Modern Appraisal Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.) Whether this is an appropriate use of performance appraisal - the assignment and justification of rewards and penalties - is a very uncertain and contentious matter. Controversy, Controversy Few issues in management stir up more controversy than performance appraisal. There are many reputable sources - researchers, management commentators, psychometricians - who have expressed doubts about the validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed that it may be impossible to perfect it (see Derven, 1990, for example). At the other extreme, there are many strong advocates of performance appraisal. Some view it as potentially "... the most crucial aspect of organizational life" (Lawrie, 1990). Between these two extremes lie various schools of belief. While all endorse the use of performance appraisal, there are many different opinions on how and when to apply it. There are those, for instance, who believe that performance appraisal has many important employee development uses, but scorn any attempt to link the process to reward outcomes - such as pay rises and promotions. This group believes that the linkage to reward outcomes reduces or eliminates the developmental value of appraisals. Rather than an opportunity for constructive review and encouragement, the reward-linked process is perceived as judgmental, punitive and harrowing. For example, how many people would gladly admit their work problems if, at the same time, they knew that their next pay rise or a much-wanted promotion was riding on an appraisal result? Very likely, in that situation, many people would deny or downplay their weaknesses. Nor is the desire to distort or deny the truth confined to the person being appraised. Many appraisers feel uncomfortable with the combined role of judge and executioner. Such reluctance is not difficult to understand. Appraisers often know their appraisees well, and are typically in a direct subordinate-supervisor relationship. They work together on a daily basis and may, at times, mix socially. Suggesting that a subordinate needs to brush up on certain work skills is one thing; giving an appraisal result that has the direct effect of negating a promotion is another. The result can be resentment and serious morale damage, leading to workplace disruption, soured relationships and productivity declines. On the other hand, there is a strong rival argument which claims that performance appraisal must unequivocally be linked to reward outcomes. The advocates of this approach say that organizations must have a process by which rewards - which are not an unlimited resource - may be openly and fairly distributed to those most deserving on the basis of merit, effort and results. There is a critical need for remunerative justice in organizations. Performance appraisal - whatever its practical flaws - is the only process available to help achieve fair, decent and consistent reward outcomes. It has also been claimed that appraisees themselves are inclined to believe that appraisal results should be linked directly to reward outcomes - and are suspicious and disappointed when told this is not the case. Rather than feeling relieved, appraisees may suspect that they are not being told the whole truth, or that the appraisal process is a sham and waste of time. The Link to Rewards Research (Bannister & Balkin, 1990) has reported that appraisees seem to have greater acceptance of the appraisal process, and feel more satisfied with it, when the process is directly linked to rewards. Such findings are a serious challenge to those who feel that appraisal results and reward outcomes must be strictly isolated from each other. There is also a group who argues that the evaluation of employees for reward purposes, and frank communication with them about their performance, are part of the basic responsibilities of management. The practice of not discussing reward issues while appraising performance is, say critics, based on inconsistent and muddled ideas of motivation. In many organizations, this inconsistency is aggravated by the practice of having separate wage and salary reviews, in which merit rises and bonuses are decided arbitrarily, and often secretly, by supervisors and managers. Source: Archer North Associates

Where performance appraisal fails to work as well as it should, lack of support from the top levels of management is often cited as a major contributing reason. Opposition may be based on political motives, or more simply, on ignorance or disbelief in the effectiveness of the appraisal process. It is crucial that top management believe in the value of appraisal and express their visible commitment to it. Top managers are powerful role models for other managers and employees. Those attempting to introduce performance appraisal, or even to reform an existing system, must be acutely aware of the importance of political issues and symbolism in the success of such projects. Fear of Failure There is a stubborn suspicion among many appraisers that a poor appraisal result tends to reflect badly upon them also, since they are usually the employee's supervisor. Many appraisers have a vested interest in making their subordinates "look good" on paper. When this problem exists (and it can be found in many organizations), it may point to a problem in the organization culture. The cause may be a culture that is intolerant of failure. In other words, appraisers may fear the possibility of repercussions - both for themselves and the appraisee. Longenecker (1989) argues that accuracy in performance appraisal is impossible to achieve, since people play social and political games, and they protect their own interests. "No savvy manager...", says Longenecker, "... is going to use the appraisal process to shoot himself or herself in the foot." No matter what safeguards are in place, "... when you turn managers loose in the real world, they consciously fudge the numbers." What Longenecker is saying is that appraisers will, for all sorts of reasons, deliberately distort the evaluations that they give to employees. Indeed, surveys have shown that not only do many managers admit to a little fudging, they actually defend it as a tactic necessary for effective management. The fudging motives of appraisers have, at times, a certain plausibility. For instance, a supervisor who has given an overly generous appraisal to a marginal performer might claim that their 'legitimate' motive was the hope of encouraging a better performance. On the other hand, fudging motives can be a lot less admirable and sometimes devious: the appraiser who fudges to avoid the possibility of an unpleasant confrontation, the appraiser who fudges to hide employee difficulties from senior managers, the appraiser who fudges in order to punish or reward employees. Judgement Aversion Many people have a natural reluctance to "play judge" and create a permanent record which may affect an employee's future career. This is the case especially where there may be a need to make negative appraisal remarks. Training in the techniques of constructive evaluation (such as self-auditing) may help. Appraisers need to recognize that problems left unchecked could ultimately cause more harm to an employee's career than early detection and correction. Organizations might consider the confidential archiving of appraisal records more than, say, three years old. Feedback-Seeking Larson (1989) has described a social game played by poor performers. Many supervisors will recognize the game at once and may have been its victims. The game is called feedback-seeking. It occurs where a poor performing employee regularly seeks informal praise from his or her supervisor at inappropriate moments. Often the feedback-seeker will get the praise they want, since they choose the time and place to ask for it. In effect, they "ambush" the supervisor by seeking feedback at moments when the supervisor is unable or unprepared to give them a full and proper answer, or in settings that are inappropriate for a frank assessment. The supervisor may feel "put on the spot", but will often provide a few encouraging words of support. The game seems innocent enough until appraisal time comes around. Then the supervisor will find that the employee recalls, with perfect clarity, every casual word of praise ever spoken! This places the supervisor in a difficult bind. Either the supervisor lied when giving the praise, or least, misled the employee into thinking that their performance was acceptable (in fact, this is the argument that feedback-seekers will often make). The aim of the game is that the feedback- seeker wants to deflect responsibility for their own poor performance. They also seek to bolster their appraisal rating by bringing in all the "evidence" of casual praise. Very often the feedback seeker will succeed in making the supervisor feel at least partly responsible. As a result, their appraisal result may be upgraded. Was the supervisor partly responsible? Not really. The truth of the matter is that they have been "blackmailed" by a subtle social game. But like most social games, the play depends on the unconscious participation of both sides. Making supervisors aware of the game is usually sufficient to stop it. They must learn to say, when asked for casual praise, "I can't talk about it now... but see me in my office later." This puts the supervisor back in control of the appraisal process. Appraiser Preparation The bane of any performance appraisal system is the appraiser who wants to "play it by ear". Such attitudes should be actively discouraged by stressing the importance and technical challenge of good performance appraisal. Perhaps drawing their attention to the contents of this web site, for example, may help them to see the critical issues that must be considered. Employee Participation Employees should participate with their supervisors in the creation of their own performance goals and development plans. Mutual agreement is a key to success. A plan wherein the employee feels some degree of ownership is more likely to be accepted than one that is imposed. This does not mean that employees do not desire guidance from their supervisor; indeed they very much do. Performance Management One of the most common mistakes in the practice of performance appraisal is to perceive appraisal as an isolated event rather than an ongoing process. Employees generally require more feedback, and more frequently, than can be provided in an annual appraisal. While it may not be necessary to conduct full appraisal sessions more than once or twice a year, performance management should be viewed as an ongoing process. Frequent mini-appraisals and feedback sessions will help ensure that employees receive the ongoing guidance, support and encouragement they need. Of course many supervisors complain they don't have the time to provide this sort of ongoing feedback. This is hardly likely. What supervisors really mean when they say this is that the supervision and development of subordinates is not as high a priority as certain other tasks. In this case, the organization may need to review the priorities and values that it has instilled in its supervisory ranks. After all, supervisors who haven't got time to monitor and facilitate the performance of their subordinates are like chefs who haven't got time to cook, or dentists who are too busy to look at teeth. It just doesn't make sense. If appraisal is viewed as an isolated event, it is only natural that supervisors will come to view their responsibilities in the same way. Just as worrying, employees may come to see their own effort and commitment levels as something that needs a bit of a polish up in the month or two preceding appraisals. Source: Archer North Associates

Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working life, it offers a rare chance for a supervisor and subordinate to have "time out" for a one-on-one discussion of important work issues that might not otherwise be addressed. Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and correct existing problems, and to encourage better future performance. Thus the performance of the whole organization is enhanced. For many employees, an "official" appraisal interview may be the only time they get to have exclusive, uninterrupted access to their supervisor. Said one employee of a large organization after his first formal performance appraisal, "In twenty years of work, that's the first time anyone has ever bothered to sit down and tell me how I'm doing." The value of this intense and purposeful interaction between a supervisors and subordinate should not be underestimated. Motivation and Satisfaction Performance appraisal can have a profound effect on levels of employee motivation and satisfaction - for better as well as for worse. Performance appraisal provides employees with recognition for their work efforts. The power of social recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all. If nothing else, the existence of an appraisal program indicates to an employee that the organization is genuinely interested in their individual performance and development. This alone can have a positive influence on the individual's sense of worth, commitment and belonging. The strength and prevalence of this natural human desire for individual recognition should not be overlooked. Absenteeism and turnover rates in some organizations might be greatly reduced if more attention were paid to it. Regular performance appraisal, at least, is a good start. Training and Development Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur - for a supervisor and subordinate to recognize and agree upon individual training and development needs. During the discussion of an employee's work performance, the presence or absence of work skills can become very obvious - even to those who habitually reject the idea of training for them! Performance appraisal can make the need for training more pressing and relevant by linking it clearly to performance outcomes and future career aspirations. From the point of view of the organization as a whole, consolidated appraisal data can form a picture of the overall demand for training. This data may be analysed by variables such as sex, department, etc. In this respect, performance appraisal can provide a regular and efficient training needs audit for the entire organization. Recruitment and Induction Appraisal data can be used to monitor the success of the organization's recruitment and induction practices. For example, how well are the employees performing who were hired in the past two years? Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. By following the yearly data related to new hires (and given sufficient numbers on which to base the analysis) it is possible to assess whether the general quality of the workforce is improving, staying steady, or declining. Employee Evaluation Though often understated or even denied, evaluation is a legitimate and major objective of performance appraisal. But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since evaluative and developmental priorities appear to frequently clash. Yet at its most basic level, performance appraisal is the process of examining and evaluating the performance of an individual. Though organizations have a clear right - some would say a duty - to conduct such evaluations of performance, many still recoil from the idea. To them, the explicit process of judgement can be dehumanizing and demoralizing and a source of anxiety and distress to employees. It is been said by some that appraisal cannot serve the needs of evaluation and development at the same time; it must be one or the other. But there may be an acceptable middle ground, where the need to evaluate employees objectively, and the need to encourage and develop them, can be balanced. Source: Archer North Associates

In a landmark study, Locher & Teel (1977) found that the three most common appraisal methods in general use are rating scales (56%), essay methods (25%) and results- oriented or MBO methods (13%). For a description of each, follow the button links on the left. Certain techniques in performance appraisal have been thoroughly investigated, and some have been found to yield better results than others. Encourage Discussion Research studies show that employees are likely to feel more satisfied with their appraisal result if they have the chance to talk freely and discuss their performance. It is also more likely that such employees will be better able to meet future performance goals. (e.g., Nemeroff & Wexley, 1979). Employees are also more likely to feel that the appraisal process is fair if they are given a chance to talk about their performance. This especially so when they are permitted to challenge and appeal against their evaluation. (Greenberg, 1986). Constructive Intention It is very important that employees recognize that negative appraisal feedback is provided with a constructive intention, i.e., to help them overcome present difficulties and to improve their future performance. Employees will be less anxious about criticism, and more likely to find it useful, when the believe that the appraiser's intentions are helpful and constructive. (Fedor et al., 1989) In contrast, other studies (e.g., Baron, 1988) have reported that "destructive criticism" - which is vague, ill-informed, unfair or harshly presented - will lead to problems such as anger, resentment, tension and workplace conflict, as well as increased resistance to improvement, denial of problems, and poorer performance. Set Performance Goals It has been shown in numerous studies that goal-setting is an important element in employee motivation. Goals can stimulate employee effort, focus attention, increase persistence, and encourage employees to find new and better ways to work. (e.g., Locke,et al., 1981) The useful of goals as a stimulus to human motivation is one of the best supported theories in management. It is also quite clear that goals which are "...specific, difficult and accepted by employees will lead to higher levels of performance than easy, vague goals (such as do your best) or no goals at all." (Harris & DiSimone, 1994) Appraiser Credibility It is important that the appraiser (usually the employee's supervisor) be well-informed and credible. Appraisers should feel comfortable with the techniques of appraisal, and should be knowledgeable about the employee's job and performance. When these conditions exist, employees are more likely to view the appraisal process as accurate and fair. They also express more acceptance of the appraiser's feedback and a greater willingness to change. (Bannister, 1986) Source : Archer North & Associates

Most companies these days use a performance management process that is based on objectives. As I’ve complained before, I’m not a big fan of this approach. It’s very difficult to make it work, and seems too heavyweight for me. There’s got to be an easier way. That said, let’s face facts. If you work in a company that has more than 200 employees and you’re not in charge, you’re not going to change the appraisal process. If you want to be successful, you’ve got to play well within the performance appraisal system or be passed over. That’s just one of the sad facts of life in corporate IT. Sorry. Most performance management processes include a self-appraisal. This is your estimation of your performance and helps guide your boss’s thinking as she does her part of the review. Most people treat the self-appraisal as kind of a diary of the work they did through the year. This approach is a mistake because it doesn’t help you create an influential brand for yourself that will stick in the mind of your boss. You need to use the appraisal process to influence your boss to think about you in terms of the key capabilities/attributes you have that make you special and effective. What does that mean though? Does it mean you write a book at the end of the year, detailing every good thing you did throughout 2006? What about every mistake you made? Do you treat the performance review process like a court case, where you’re trying to “prove” you belong in the top 10%? My experience is that this almost always backfires. There are two aspects to the performance review process, and most people neglect one of them. First, there is the written appraisal. It’s the least important aspect, but if neglected can really screw you up. Second, is the perception of your actual performance. How do people think you performed, regardless of what your self-appraisal says? If the two don’t jive, it won’t matter what you write. A self-appraisal must reinforce the beliefs others already have about you or it will be discounted. If you write about what a great communicator you are, but people see you as a person who rambles on pointlessly or is irrationally negative, then forget about getting credit for communicating well. You won’t, because you don’t. The first step in WRITING a self-appraisal is PERFORMING a self-appraisal. What are you good at? What situations are you best suited for? What stresses you out the most? When are you most afraid you will fail? When do you feel most confident? What do people compliment you for? What sort of situations do your co-workers seem least interested in working with you? Ask these questions of yourself and others. Don’t be a defensive jerk about it. Just gather the data and think about it. Then make a list, focusing on two things: strengths and weaknesses. This list is the beginning of your self-appraisal. Check your list of strengths and weakness against the facts. Did they come into play in the work you did? How? Write this down in your self-appraisal. If you think you have strengths that never got an opportunity to be put in the game, note them. You’ll use them in the last section: desired opportunities. Don’t go overboard with examples to support your strengths/weaknesses claims. Pick the most glaring successes and failures and describe them in terms of how your attributes made them turn out the way they did. By this point you’ve probably asked yourself whether it’s really a good idea to discuss your weakness and how they contributed to failures openly. Won’t this lower your rating/ranking/whatever? Perhaps. I suggest you make up your mind now that you won’t give a crap about it. Incomes go up every year, for the mostpart. Some go up slowly, some go up quickly. Hiding your weaknesses might help you with short-term gains, but in the long term failing to own up to them and overcome them will hurt your income potential far more than disguising them. Besides, I’ve found it is ALWAYS better to discuss your failures on your own terms than on someone else’s. Address them pre-emptively. You can influence your boss’s perception of your failures more than you might think. Okay, so now you have two sections of the self-appraisal: strengths, with examples. Weaknesses, with examples. Now you’re ready for the next section: desired opportunities. What situations will give you a chance to demonstrate heretofore unused strengths and abilities? What steps can you take to learn about and improve weaknesses? Once you’ve improved them, what opportunities do you need to demonstrate that you’re better? Write it down. Then hand it to your spouse or someone else who loves you but isn’t afraid to laugh at you. Listen to what they have to say, then change it up. Then, turn it in. Don’t obsess about it anymore. You’re done. Source:http://www.techdarkside.com

(1) Tell me what you want me to do (2) Tell me how well I have done it (3) Help me improve my performance (4) Reward me for doing well.

Organizational Viewpoint From the organization's viewpoint, one of the most important reasons for having a system of performance appraisal is to establish and uphold the principle of accountability. For decades it has been known to researchers that one of the chief causes of organizational failure is "non-alignment of responsibility and accountability." Non-alignment occurs where employees are given responsibilities and duties, but are not held accountable for the way in which those responsibilities and duties are performed. What typically happens is that several individuals or work units appear to have overlapping roles. The overlap allows - indeed actively encourages - each individual or business unit to "pass the buck" to the others. Ultimately, in the severely non-aligned system, no one is accountable for anything. In this event, the principle of accountability breaks down completely. Organizational failure is the only possible outcome. In cases where the non-alignment is not so severe, the organization may continue to function, albeit inefficiently. Like a poorly made or badly tuned engine, the non-aligned organization may run, but it will be sluggish, costly and unreliable. One of the principal aims of performance appraisal is to make people accountable. The objective is to align responsibility and accountability at every organizational level. Source:  Archer North Associates

All your hard work has paid off. Your manager has noticed your attention to details, skills, and abilities. You are being promoted and will receive a pay raise and a new job title. Sounds good, right? Congratulations are in order, but if you are concerned about what your new promotion entails, here is some advice to help ease into the transition of your new job role.

Maintain open communication. Anytime you take on more work responsibilities, it’s natural to have some questions about your new role or need some guidance. In most situations, managers will give you time to get adjusted to the changes. To help ensure that you don’t fall behind on tasks, be sure to talk with your manager about things you don’t understand, prioritizing tasks, how you’re feeling about your new advancement, and the progress you’re making. Keeping the lines of communication open is important.

Set goals. In order to get where you want to go, you first have to know how to get there. This applies to your daily workload. When you take on more responsibility, more work naturally follows. Make an outline of your goals for the year, quarter, or month. What do you want to achieve in your new role? Talk with your manager regarding what your objectives are and what it is you want and need to accomplish. This is a way for you to track your success over time. It also allows you to quickly report on your progress to your team and managers. And, don’t forget to outline your goals for the week to help give you direction and manage your time.

Develop your skills. Although you have received a promotion, this doesn’t mean your career stops here – unless you want it to. When you get a promotion, it’s usually because a manager has recognized your outstanding work ethic. Continue this momentum after your promotion. Seek out new training and learning opportunities to grow your skills and gain more knowledge. Remember, “Knowledge is power – the more you learn, the farther you go!”  Some examples of ways to develop your skills include: reading blogs about your field of interest, subscribing to newsletters, attending monthly networking meetings or training seminars, or taking a class at a local vo-tech or college. Just be sure to discuss your training plan with your manager first. By staying motivated and driven, more opportunities are likely to come your way in the future.

These are some basic tips to help you continue to climb the career ladder. A promotion is usually a great sign that your employer respects and values your work and abilities. Whether you just received a promotion or one is in the future, use this information to help you reach the top.

Source: Movin' On Up

In the workplace, there may come a day when you need to create a project proposal. Maybe you think your company needs a weekly brainstorming meeting. Maybe you have developed a new filing system. A project proposal is a detailed description of activities targeted at solving a problem – from beginning to end and everything in between. If you need to create a project proposal, start with an outline the five W’s of the project –who, what, when, where, and why – as well as outline the how. Creating a proposal helps explain a project to others, gets buy-in, and helps ensure a project of quality and efficiency. So, keep these tips in mind when you’re creating a project proposal.

Justify your reasoning for the project. You can’t just create a project because you think it will be fun. You need to be able to give reasons and examples of how this project could improve or impact business. Outline what value the project will bring to your company, how the project fits into the overall scheme of what your company does, how it will impact you and your co-workers, and the anticipated outcome.

Create a timeline. After you present a brief overview, break the project down into smaller, more manageable pieces and shows your commitment to the details. Doing so provides organization to your project. You can either break a project down step-by-step or divide it into different phases. It’s also important to assign deadline dates to the project to ensure that the project is created and implemented in a timely manner. The dates that you set should be realistic. Allow enough time for a quality product to be produced, but don’t allow so much time that months or years down the line there is still no end result to show.

Outline financial costs and human resources. It’s also important to estimate how much you think the project will cost. This will include such things as employee time and supplies. Projects can range from needing a very small budget to a large budget, so review the budgets of previous projects completed on a similar level to get a more accurate estimate. It’s also not a bad idea to talk to your manager about what seems realistic for a budget on your project.

Implement a follow-up plan. Once you have all the basics for your project outlined, it’s time to think about how you would measure the results to ensure you’re meeting your goals. Be sure to list out how you would track results and how often you would conduct tracking. The goal of this is to make sure your project achieves the desired results that you hoped for and to determine if you’re addressing the goals.

These are some basics of creating a project proposal. In general, when you take more time in the planning process, the more sound and structured a project will be. Also, doing this communicates to your boss that you believe in your project and want to make it the best it can be. Most bosses would look at this as a sign of leadership, drive, and determination – all good quality’s to have in today’s workforce.

 

Source: Movin' On Up

You agreed to lead staff meeting this morning. It’s your day to go on a lunch run for everyone. You have a conference call with a client right after lunch. You have three back-to-back meetings from 2:30 to 4 p.m. You agreed to help distribute the office mail. And, to top it all off, you’re working the weekend shift to help out a co-worker who’s sick. Just the thought of all you have to do is overwhelming. It’s not a bad thing to want to be a “super employee,” but when you try to take on everything by yourself, you quickly start to feel like you have too much to do and not enough time to get it all done.  If this sounds familiar, you could be overcommitted at work.

Juggling tasks and demands is a big part of any job in any workplace, and the art of time management is an important skill to have as an employee. But, when you get bombarded with projects, how many times do you agree to do something else when you’re already maxed for time? To effectively manage your workday, you have to learn the art of saying one little word: “no.” Although “no” can be a scary word to say, it’s much worse to over promise and under deliver. The art of saying “no” is all about how you approach it and how you say it. Here are some tips on how to make your “no” effective when you can’t say “yes” to everything.

Track your project workload. Always know what projects you’re working on, when they’re due, and how much time you’re spending on them. This keeps you aware of what projects you have already said yes to and whether or not you can take on anything else. If your boss wants to assign you four new projects with an immediate deadline by maintaining a project list you can show him whether or not that can be accomplished with your current workload. If it’s not, ask if you can work out a new project deadline so you can have the necessary time to make the project the best it can be, rather than doing something quickly and filled with errors.

Know your job priorities. What key tasks are you responsible for in your current job? In your job description, what goals were outlined for your career? Those goals and projects are usually your main focus. But, you will have times where you do need to help out a co-worker with some of their tasks or take on a special project that has nothing to do with your job. It’s never OK to use the excuse of “that’s not part of my job.” A team does have to give and take, but if special projects are taking over your work schedule and you’re not able to complete your core tasks, something needs to give. For instance, if a manager asks you to pick up their dry cleaning, it might be time to have a chat with your boss about what projects you can gracefully decline. If someone other than your manager asks you to take on a project, tell them, “thank you, but I will have to check with my manager before I know whether or not I can do this project.” If you don't know what the priorities are for your job, check out the Tough Conversations podcast series to learn how to approach your manager.  

Maintain your ethics. In the workplace, not everything you do is going to get you ahead of the game. Never under any circumstances should you do anything that compromises your integrity. For example, if a co-worker asks you to lie to your manager to cover up a mistake she made, that definitely justifies saying “no.” Sometimes saying “no” may make you the unpopular person, but it’s better than jeopardizing your values and losing your job. Don’t let individuals bully you into saying “yes” to something that’s against company policy or makes you feel uncomfortable. If someone asks you to do something questionable or illegal, tell them “no” and explain that you feel uncomfortable with that. If you continue to be asked to perform that task, contact your HR department.

Keep things relevant. Obviously if you don’t know how to do something, don’t just agree to take it on. If you find yourself in the situation of not knowing how to complete a project because you don’t have the skills, let your manager know your concerns. It’s better to decline the project rather than try to take it on and hurt your career in the process. Most managers and co-workers would be appreciative and understanding of what you can and cannot do. Instead, they should look at that as a learning process for you under the guidance of someone more experienced. In the event that this happens to you, explain that you would like to take on the project, but do not have the necessary skills to complete it. You could also let them know you’re interested in learning how to do that particular job, but you would feel comfortable with some training or supervision first. 

“No” doesn’t have to be a bad word, as long as you can logically show why that is the best answer in a situation. Just keep in mind that as you continue to grow and develop in your profession, you will be expected to take on more duties. As your schedule gets busier and your projects increase, be sure you’re in control of your projects and your workday so they don’t control you. Follow these basic tips to empower you to say “no” when necessary.

Source: Movin' On Up

Image via: SamsonOS

It happens to everyone: you’re sitting at your desk, staring into the distance, or out the window, silently kicking yourself because you know you should be working, but it’s just not happening. Every little distraction seems to be much more interesting than what you’re meant to be doing, yet turning your attention to the work at hand is easier said than done. This is even further accentuated when you’re working for a small company, starting your own business, or work from home.

Given that space can be a problem for a lot of people, deciding where to put your workstation can be difficult. It may feel natural to place your desk facing the wall or in a corner, but this can make you feel boxed in. Instead, position your desk so the outside is visible, but don’t face it directly into the window, have it at right angles so you’re not blocking the natural light, and won’t be easily distracted.

If the room lacks abundant natural light, paint the walls a light/neutral color, and try to set the lighting to the most natural level you can achieve. The temperature of the room is important, too. There’s no ideal set temperature; have what works best for you. Just keep in mind that if it’s too hot you’ll feel sleepy; too cold will make it hard to not focus on anything but the chill factor.

2. Invest in a Good Chair

Image: Ergomonic Rescue

If there’s one thing guaranteed to help boost your business, it’s a good comfortable work chair. Dodgy chairs often lead to dodgy backs, making working effectively almost impossible. It doesn’t mean you have to spend a fortune, it just means putting a bit of thought into it. Hard wooden dining table chairs, or flimsy fold-down chairs are rarely nice to sit on for a dinner party, never mind a whole day. Make sure you get one that’s adjustable, with lumbar support. And remember, what’s right for one person may not be right for another, so test a few out before you buy. Check out how your seat should be positioned too, good desk ergonomics are equally as important, to prevent stresses and strains on the body.

3. Make the Most of Your Workstation

Having your desk, chair and computer equipment at the correct height and layout for your body means you can prevent future posture problems, and improve your overall well-being, which will increase current and future work production. If you’re on the phone a lot, invest in a headset to avoid straining your neck; it will also free up your hands so you can do other things.

Cluttered Desk: Not Good

Image via: Dotloose

A cluttered desk or workstation makes it harder to find things and stay organized. Ensure all paperwork is filed within a reasonable time frame, i.e., weekly, but is still accessible, leaving you space to work.

Tidy Desk: Good

Image: midnightglory

4. Get in the Right Mindset

If you’re working from home, always have a shower first thing in the morning and have a set time to be at your desk. Try to steer clear of old track suit bottoms and holey T-shirts while you’re working. The comfort factor is tempting but dressing like you’re set for a day on the sofa instead of in the office will surely affect how you work.

One of the hardest parts of working at home is being surrounded by all of your home comforts. Try to walk into your office and metaphorically close the door to your home life.
Once you enter your office space, you should be in work-mode. Don’t worry about the breakfast dishes, the shopping or the washing. You wouldn’t be doing it if you worked in an office so why do it at home?

5. Put on Your Business Hat

Focus on your business acumen when at your workstation. Treat every email, phone call and chance client encounter/handshake with the same attention. They may be the building blocks of important future work connections.

6. Structure Your Day

Having a start, middle and finish to your day helps you focus for longer. It’s important to plan the day, too, for example, going through emails first thing in the morning, or working out the best time of day to do cold calls etc. But don’t spend too long on emails. Set yourself a time limit in the morning and then check them just once again in the afternoon. Too many people get waylaid by answering time-consuming emails that aren’t important. And, make a pact with yourself to never check time-draining social sites like Facebook during work hours. Yes, you.

7. Make a List

Image: Jayel Aheram

Have a to-do list, so you can check off each thing you need to do. This can be done as often (daily/weekly) as necessary; whatever works for you. Write the list in a diary and tick them off as you go or enter it into a project management database. Seeing them ticked off at the end of the day gives a sense of achievement, which in turn keeps you motivated.

8. Set Goals and Have Rewards

Having short- and long-term goals promotes accomplishment and helps you work towards achieving your aims, no matter how small or complex. What do you want to achieve? Sit down and create a list of what you want from your business, and where you want to be in X amount of weeks/months/years. You need to have something to look forward to once you have reached these milestones. Give yourself a pat on the back. Go out for a meal, theatre, drink etc. Do something that you enjoy.

9. Stand Out From the Crowd

Investigate how others in your profession are doing what you do. Know your competition! With that knowledge, develop an edge that makes you different from others, and more marketable. What are your best points? Promote these when selling yourself to potential clients. Use past experience for examples. If you’re starting afresh, tailor past experiences that may not necessarily be in your current line of work to suit the kind of work you are now promoting.

10. Maximize Your Image

Image: Ian Britton
It can be harder to make your business look professional when you’re starting out or working from home. To counteract this, meet clients in cafes, restaurants or at their place of work. Dress to impress. You don’t need to break the bank to do this, but try and wear attire that you think suits the people you are meeting with.

11. Utilize Your Software

There are so many tools within the standard computer programs that can help you save time but maximise productivity. For example, use the calendar function within your email and you‚Äôll get automatic email reminders of recorded events or meetings. It’s also a good idea to set up templates for emails you send regularly, or set up rules to filter certain mails into set folders. If you don’t already use them, set up macros (a set of actions you can use to automate tasks ‚ in certain programs you use frequently). They can be huge timesavers; even the simplest macros can benefit you immensely. Ask your friends or family for assistance, or take a course to help you improve.

12. Log Your Hours

If you’re a freelancer and are working for a few different companies it’s important to keep track of the hours you’re working for each one, and log the time. Not only do you have all your working hours documented so you can see how you’re spending your time, it gives your employer a bit of reassurance that even though you’re working from home, you’re still organized and reliable.

13. Stretch, Drink Lots of Fluids and Take Regular Breaks

Image: Lex in the City
This may seem obvious, but a lot of people don’t realise how important it is to follow these simple work rules. Stretching relaxes your muscles and boosts your energy. Drinking fluids, especially water, increases your brain activity. And taking a short break, even for a few seconds, rests your body from the rigidity of sitting in front of the computer screen. It’s especially important to look away, even for a few seconds, to rest your eyes. Take productive breaks that refresh you enough to stay focused on your work. And, always take a lunch break away from the desk. This should apply whether you’re working from home or in an office. On the whole, people are much more productive after a break away from their work space. Use the time to fit in some of your exercises, which will help to invigorate you for the afternoon ahead. And try to lay off the lunchtime booze, too.

14. Combat Loneliness

If you ask most home workers what they miss the most about working in an office, their answer will more than likely be, the people. We humans are a funny bunch, when we’re around people we want to be in our own space, when we have it, we crave human interaction. To avoid feeling isolated, make sure you meet up with people for lunch or an after work drink a couple of times a week, or use your lunch hour to make social calls.

15. Ignore the Weather

Image: sameold2008

It’s always incredibly tempting to take some sneaky time off when it’s hot and sunny outside. Well, who would know? The answer: you the next day when you find you’re way behind in your work and are having a mild panic attack because you know it will never be done in time. This means you stay up late to finish what you need to, your wonderfully-thought out timetable has gone out the window, and you end up cranky for the rest of the week because you still haven’t caught up on the sleep you missed. Don’t do it, it’s not worth it.

Source: www.bootstrappingblog.com

We like to talk about the importance of "vision", leadership, and change. When it comes to communication, visionary changes can be captured with images and big picture ideals; but behavioral changes need to be grounded in the specific.

Take-away for today: Make your changes specific so that people know what to do and can tell whether or not they got it right.

Things like Risk, Communications, and Strategic Decision-Making are great topics for philosophical conversation and painting the big picture. If you want people to change what they are doing, then you need to tell them what to do in a way that they can act on and know that they are doing it right. Here's what that looks like:

Item: Take more risks.

Example: "When you are deciding to open up a new sales territory, go ahead once you've determined that there is at least a 60% chance of success. Don't wait until 90%."

If I'm the individual, now I know what the rules are and how I can determine whether or not I did it properly.                        

Item: Communicate more, not less.

Example: "When you have new information regarding one of our customers in Sweden, send it out the same day to all of our business unit Sales Managers in Europe."

If I'm the individual, now I know what the rules are and how I can determine whether or not I did it properly.  

Change Management continues to captivate organizational leaders seeking to introduce "change" with as much acceptance and as little disruption as possible That's a good thing. There's always something new going on no matter where you work. Which makes it even more important to be able to do it and not just become captivated by the theories.

What's your experience with change initiatives?

One more time: Make your changes specific so that people know what to do and can tell whether or not they got it right.

 source: allthingsworkplace.com