PerformanceWhen people think of employee performance reviews, the thought is often met with a groan.

Organizations around the world conduct generic, annual performance reviews. They ask the same performance questions about each employee in an attempt to measure quality of work, ability to meet goals, communication skills, and other behaviors. Employees and managers alike abhor performance reviews because they are seen as a waste of time. Yet, organizations continue with the tradition because they want a historical record of performance. The result is exactly that – simply a record. The focus is on the past, not the future. Very little is done with the information to improve employee performance through constructive feedback or coaching.

Realizing the inefficiencies of traditional performance reviews, many companies – including the likes of Fortune 500 corporations – have shifted to a performance management model of coaching. Coaching is conducted by a supervisor on a regular, informal basis to encourage, provide information about goals and expectations, give feedback on accomplishments, and to ensure awareness of personal issues affecting work. Organizations have found success in this model due to frequent touch-points with employees, making performance conversations less threatening and more constructive.


Coaching is a step forward, but is it a step in the right direction?

A step forward in coaching focuses on the historical accomplishments and future goals of an employee and those of the organization itself.

The problem is that subjectivity often ruins this process when there is not a strong understanding of organizational values, and how they should affect the purpose, actions, and expectations of each role.

A step in the right direction is creating goals and measures that reflect the ideal outcomes in the job an employee occupies. Linking organizational values and job-specific expectations with a ‘desired future’ perspective will produce far more valuable results, guaranteeing each step is headed in the right direction.

This link can only be effectively accomplished through ENCV.  As a tool for defining the ideal purpose of each job, organizational values are easily and consistently injected into job descriptions. This ensures job-specific expectations and measures of employee performance, tracking of progress and determinations of how well goals and values are being accomplished become natural outcomes of the process.

Equipping Supervisors

How can we make sure supervisors are equipped and trained to coach properly, rather than trying to “catch the wind” through subjective coaching?

ENCV embeds key markers of organizational goals, values, and job specific expectations into the job description/job evaluation process. The unique aspects of each job are automatically integrated into performance management. System prompted, job-anchored questions about the incumbents’ performance become the objective measures controlled by the software. The opportunity to easily involve others in the employee performance review process further objectifies process results.

ENCV allows your people to know the right direction to step, identifying the behaviours required by a job, established by leaders, which directs every coaching conversation, goal, and feedback between employees and supervisors.

ENCV is a solution that is flexible to accommodate every vision, help every conversation, and establish a strong launching pad for every team, and every player, to reach greater heights.

Please give us a call.  Our team at Encompassing Visions would love to show you how we manage it – successfully.

Warmest wishes,

Kyle Ellergodt
Sales Manager
Encompassing Visions