{"id":10608,"date":"2022-11-18T19:27:51","date_gmt":"2022-11-18T19:27:51","guid":{"rendered":"https:\/\/managementcen1.wpengine.com\/?page_id=10608"},"modified":"2024-10-01T21:17:55","modified_gmt":"2024-10-01T21:17:55","slug":"investing-in-people","status":"publish","type":"page","link":"https:\/\/www.managementcenter.org\/investing-in-people\/","title":{"rendered":"Investing in People"},"content":{"rendered":"\n
In this section, you\u2019ll find resources to help you develop and invest in your staff, including tools for giving and receiving feedback, and evaluating performance.<\/h6>\n\n\n
\n
\n

Where to Start<\/h2>\n \n \n
\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Give Better Feedback with CSAW<\/a><\/h4>\n\n
\n

Working on a team requires great communication\u2014giving clear directions, aligning on expectations, and offering (and receiving) feedback that helps people grow. In this article, we share a simple framework for giving more and better feedback: CSAW.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

2×2 Feedback Form<\/a><\/h4>\n\n
\n

The 2×2 system helps managers and staff members regularly reflect, share feedback, and discuss how the work is going. <\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

How to Receive Feedback (Part 1)<\/a><\/h4>\n\n
\n

When we respond well to feedback, we strengthen relationships and trust, increase the likelihood that we\u2019ll keep getting it, and contribute to a culture of growth, candor, and rigor within our teams. Here\u2019s our best advice for receiving feedback, focused on the parts that you have control over. <\/p>\n <\/div>\n <\/i>7.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n <\/div>\n<\/div>\n\n\n\n

\n
\n
\n

Additional Resources<\/h3>\n\n\n
\n \n
\n
\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

5 Tips for Giving Better Feedback<\/a><\/h4>\n\n
\n

Get better at giving feedback\u2014and help your staff get better, too\u2014with these five tips.<\/p>\n <\/div>\n <\/i>2.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Four Ways to Mitigate Bias in Performance Evaluations<\/a><\/h4>\n\n
\n

Without rigor and care, performance evaluations can create confusion, lead to inequitable outcomes, and lower staff morale. Here are four tips for mitigating bias when evaluating performance.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Give Better Feedback with CSAW<\/a><\/h4>\n\n
\n

Working on a team requires great communication\u2014giving clear directions, aligning on expectations, and offering (and receiving) feedback that helps people grow. In this article, we share a simple framework for giving more and better feedback: CSAW.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

How to Give Feedback: The CSAW Framework<\/a><\/h4>\n\n
\n

Nervous about giving feedback? This worksheet will help you think about what you want to say and how to say it with CSAW (Connect, Share, Ask, Wrap up).<\/p>\n <\/div>\n <\/i>2 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

2×2 Feedback Form<\/a><\/h4>\n\n
\n

The 2×2 system helps managers and staff members regularly reflect, share feedback, and discuss how the work is going. <\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

How to Receive Feedback (Part 1)<\/a><\/h4>\n\n
\n

When we respond well to feedback, we strengthen relationships and trust, increase the likelihood that we\u2019ll keep getting it, and contribute to a culture of growth, candor, and rigor within our teams. Here\u2019s our best advice for receiving feedback, focused on the parts that you have control over. <\/p>\n <\/div>\n <\/i>7.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

How to Receive Feedback (Part 2)<\/a><\/h4>\n\n
\n

Receiving feedback about power, difference, and inequity can be challenging. Learn how you can make it easier for staff to share feedback with you, and resolve issues sooner.<\/p>\n <\/div>\n <\/i>7 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Receiving Feedback: Case Study<\/a><\/h4>\n\n
\n

A case study that illustrates the steps outlined in Part 2 of our series on receiving feedback: Listen, Engage, Learn.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

3 Steps to Help Someone Learn a New Skill<\/a><\/h4>\n\n
\n

Investing in people improves staff retention and gets better results. Help your staff develop a new skill in 3 steps.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Stay Conversation Agenda<\/a><\/h4>\n\n
\n

This sample agenda helps you plan \u201cstay conversations\u201d with the staff you want to retain.<\/p>\n <\/div>\n <\/i>2.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

In Praise of… Praise!<\/a><\/h4>\n\n
\n

Praise isn’t just a nice-to-have! Here are some tips for using our CSAW framework to give high-quality positive feedback.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

How to Push Toward Excellence (with Heart)<\/a><\/h4>\n\n
\n

Have you ever needed to push a staff member or a team for more but didn\u2019t know how? When we say push, we don\u2019t mean shoving someone into the deep end without a life raft; we mean setting a high bar and being honest when something needs improvement. Here\u2019s some language you can use. <\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Career Pathways Toolkit<\/a><\/h4>\n\n
\n

This toolkit includes a step-by-step guide for building a \u201ccompetency model\u201d with equity in mind, and two examples to help get you started.<\/p>\n <\/div>\n <\/i>13.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Benefits of a Career Pathways Tool<\/a><\/h4>\n\n
\n

Use a career pathways tool to make decisions about promotions, retention, and hiring. <\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Practice Giving Feedback for Evaluations<\/a><\/h4>\n\n
\n

Giving effective feedback requires practice. This small group activity can help managers practice different types of feedback in preparation for performance evaluations.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Perspective-Taking for Stronger Relationships<\/a><\/h4>\n\n
\n

The more self-awareness and authentic consideration of others we cultivate, the better equipped we are to build and get better results, especially during moments of conflict, tension, and frustration. One key way to do this is through perspective-taking.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Making the Most of Managers’ Meetings<\/a><\/h4>\n\n
\n

Tap into the collective power of your managers with effective managers\u2019 meetings! Here are 5 tips for running them effectively.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Two Truths and a Lie About Feedback<\/a><\/h4>\n\n
\n

Hesitant about giving feedback to staff or coworkers? We address common misconceptions so you can build a feedback culture and strengthen relationships in the process.<\/p>\n <\/div>\n <\/i>2.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Performance Evaluation Process Sample Email<\/a><\/h4>\n\n
\n

This is a sample email that the head of HR, Chief of Staff, or ED\/CEO can send to all staff to announce (or even re-introduce) a performance evaluation process.<\/p>\n <\/div>\n <\/i>2 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Eight-Step Guide to Performance Evaluations<\/a><\/h4>\n\n
\n

Done well, performance evaluations are a chance to step back, summarize feedback, and reflect on a staff member’s work and trajectory at your organization. Here’s our eight-step guide for performance evaluations.<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Performance Evaluation Form Template<\/a><\/h4>\n\n
\n

At least once a year, managers and staff members should meet one-on-one to reflect on the manager\/staff relationship, realign on expectations, and discuss overall performance. This template is intended for use by both managers to assess staff, and for staff members to self-evaluate and share feedback with their manager.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

How to Gather Input for Performance Evaluations<\/a><\/h4>\n\n
\n

Getting input from others can help you get a full picture of your staff member’s performance. Here are tips for how to gather and use input in performance evaluations. <\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Sample Email to Gather Input from Others for Performance Evaluations<\/strong><\/a><\/h4>\n\n
\n

Seeking other perspectives is a great way to get a full picture of your staff members\u2019 contributions and impact. This sample email makes reaching out to people easy\u2014and your intentions clear.<\/p>\n <\/div>\n <\/i>1 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Tips for Evaluations During Tough Times<\/a><\/h4>\n\n
\n

Things were not okay in 2020 and the jury\u2019s still out on 2021. Many of you are weighing myriad complexities and will need to use your best judgment as you consider performance on a case-by-case basis. While we can\u2019t offer a comprehensive guide, here are some tips for your 2020 evaluations.<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Managing Uncertainty: What to Say in Evaluations<\/a><\/h4>\n\n
\n

Struggling with the exact language to use when giving feedback for your 2020 performance evaluations? Check out our samples.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

FAQs About Performance Evaluations<\/a><\/h4>\n\n
\n

Have questions about performance evaluations? We\u2019ve got answers.<\/p>\n <\/div>\n <\/i>7 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Performance Evaluation Sample \u2013 Positive<\/a><\/h4>\n\n
\n

Here\u2019s a sample of what a completed performance evaluation might look like for a high performer, which includes developmental feedback to make a great employee even better.<\/p>\n <\/div>\n <\/i>8.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Performance Evaluation Sample \u2013 Corrective<\/a><\/h4>\n\n
\n

We know it can help to see samples of this sort of thing, so here\u2019s a sample evaluation of a struggling employee.<\/p>\n <\/div>\n <\/i>9 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Five Ways to Retain High-Performing Staff<\/a><\/h4>\n\n
\n

Retention is a key part of staff development that managers often overlook. Here are five things you can do to boost retention.<\/p>\n <\/div>\n <\/i>5.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

How to Give Feedback about Defensiveness<\/a><\/h4>\n\n
\n

Read this article for advice on what to do when a staff member responds to feedback with defensiveness.<\/p>\n <\/div>\n <\/i>4.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Executive Director Performance Evaluation Form Template<\/a><\/h4>\n\n
\n

As with other employee evaluations, ED evaluations should focus on both what the ED has accomplished (results) as well as how the director, CEO, principal, or co-director operates (values and approach). Use our Executive Director Performance Evaluation Form Template to conduct a balanced, rigorous evaluation of your director\u2019s performance on both fronts.<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Common Choice Points<\/a><\/h4>\n\n
\n

Here is a list of some of the most common choice points, or key decision-making opportunities,\u00a0managers face that may have equity and inclusion impacts.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Dar mejor retroalimentaci\u00f3n con CSAW<\/a><\/h4>\n\n
\n

Trabajar en un equipo requiere una gran comunicaci\u00f3n: dar instrucciones claras, alinear las expectativas y ofrecer (y recibir) comentarios que ayuden a las personas a crecer. En este art\u00edculo, compartimos un marco simple para dar m\u00e1s y mejor retroalimentaci\u00f3n: CSAW (Conectar, Compartir, Preguntar, Concluir).<\/p>\n <\/div>\n <\/i>5.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

C\u00f3mo dar retroalimentaci\u00f3n: Es estructura de CSAW<\/a><\/h4>\n\n
\n

\u00bfNervioso de dar retroalimentaci\u00f3n? Esta hoja de trabajo le ayudar\u00e1 a pensar en lo que quiere decir y en c\u00f3mo decirlo con CSAW (Conectar, Compartir, Preguntar, Concluir).<\/p>\n <\/div>\n <\/i>2 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Formulario de retroalimentaci\u00f3n 2×2<\/a><\/h4>\n\n
\n

El sistema 2\u00d72 ayuda a los gerentes y a los miembros del personal a reflexionar con regularidad, a compartir comentarios y a discutir c\u00f3mo va el trabajo.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

\n
\n
\n \n
\n
\n
Resource Type<\/dt>\n
Tool \/ Template<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
\n\n

Plantilla \u2013 Formulario de Evaluaci\u00f3n del Rendimiento<\/a><\/h4>\n\n
\n

Al menos una vez al a\u00f1o, los directores y los miembros del personal deben reunirse uno a uno para reflexionar sobre la relaci\u00f3n entre el gerente y el personal, reajustar las expectativas y discutir el rendimiento general. Esta plantilla est\u00e1 pensada para que tanto los gerentes eval\u00faen al personal como los miembros del personal se autoeval\u00faen y compartan retroalimentaciones con su director.<\/p>\n <\/div>\n <\/i>5.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n <\/div>\n