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How I’m Using Our Strategic Success Modeling to Build Department-Specific and Competency-Based Performance Evaluations

I’ve been with Assess Systems for almost one year now. I have enjoyed every minute, including our recent merger with The people are great, the work is exciting, and our goals are aggressive. During my time here, we have re-tooled and re-built our marketing team to focus on three main goals: content and inbound marketing, social distribution, and responsible and productive demand generation.

The marketing team is a mix of long tenured employees (20 years) and new recruits (two months). I meet with each of them during our weekly one-on-one meetings. The agendas of these meetings vary from person to person, but typically are a mix of personal/life topics, marketing strategy, specific project talk, brainstorming, and performance coaching. The specific topics are typically left up to the employee. The agenda is theirs. They are great 30-minute meetings.

After each meeting, I follow up with notes of the conversation—these notes are mainly for my benefit (the memory ain’t what it used to be…) But the team appreciates them too, as acknowledgment of our time together.

Lately, the topic of performance reviews has come up a lot in our one-on-ones. From everyone on the team. They want formal performance reviews. Really? Aren’t those old fashioned? Passé? Especially alongside contemporary corporate trends like the “no vacation time policy.” Aren’t performance reviews really just code for “I want a raise”?

After considering my conversations further, I realized that the team is looking for a deeper understanding of our company and team goals. They want to know how their skills align with those org and team goals. They want to know where their strengths lie and where they have development opportunities. While we do touch on all these weekly, the “official” performance evaluation is an excellent way to collect data and set up goals for the future.

They have sold me. So, now what? How do I develop a meaningful performance evaluation where none existed in the past?

Luckily, I sit next to several Ph.D. I-O psychologists, and it’s no coincidence that these are exactly the right people to build our performance review! And, it turns out, this work is a standard offering of ours called Strategic Success Modeling (SSM). This is the perfect opportunity for us to work through the Strategic Success Modeling process, just like are clients do. When complete, we’ll have set of competencies for our Marketing team as a whole, and a competency model for the individual roles on the team.

This post is the first in a series chronicling the SSM process for our Marketing team. Follow along to find out exactly what this process is like, and what the outcomes are. I’m eager to begin building a measurable and meaningful performance evaluation for my team with a little help from my friends here at Assess Systems.

Next installment: What is Strategic Success Modeling?

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