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From Boo-Hiss to Bravo: Performance Scorecards People Will Use and Like

NEW BOOK FROM JANIS ALLEN

Designing and implementing scorecards can feel very complicated and intimidating. The typical performance appraisal is DreadedDelayed, and Done under Duress!

Supervisors’ least favorite and most procrastinated task can be transformed into an ongoing source of feedback and positive reinforcement, spearheaded by the employee.

This book is a how-to that includes 6-steps to successfully implement the performance scorecard with practical don’ts and dos for coaching and giving positive reinforcement.

These concrete tools work in all aspects of supervision and management, not just for the scorecard.

You’ll put its practical examples to work for you the same day, and every day.

This book is a field guide for supervisors, managers, leaders, trainers, HR managers, consultants, and employees.

Get your copy today!

BLOG & PODCAST

A blog from Janis Allen

  • From Boo-Hiss to Bravo: Behavior-Based Scorecards People Will Use and Like

    At the beginning of my career, I was one of those nagging HR managers whose responsibility was to get all the supervisors and managers in our manufacturing plant to complete annual appraisals for each of their (sometimes as many as 24) employees. The supervisors and managers hated to see me coming, ignored my calls, and hid from me as best they could. I didn’t enjoy being the chaser any more than they enjoyed being the chased.

Operant Innovations Podcast
3 Quick Leadership Tips
Janis Allen

Janis Allen answers three burning questions regarding leadership skills (1) what do people think when they see you coming, (2) is there a recognition blackhole, and (3) should we use the sandwich method?

For more from Janis Allen on leadership, delegating, authority, employee engagement, and goal setting listen now!

Janis Allen

Book cover for From Boo-Hiss to Bravo

From Boo-Hiss to Bravo: Performance Scorecards People Will Use and Like

ABOUT THE AUTHOR

After serving as Vice President of Operations for Aubrey Daniels & Associates, Janis Allen formed her own business, Performance Leadership Consulting. Her practice focuses on people’s performance and culture change with measurable improvement in productivity, quality, cost, and client satisfaction.

Below is a partial list of Janis's clients who have used some or all of the tools described in this book:

Amcor Flexibles Monsanto Chemicals
Atlas Precision Manufacturing Morganton Pressure Vessels Mfg.
Banner’s Cabinets Philadelphia Electric
Blue Cross & Blue Shield Qiagen Biotech
BMW Manufacturing North America Stephens Federal Bank
Champion Credit Union Tindall Pre-Stressed Concrete Mfg.
Columbia Forest Products Town of Maggie Valley, NC
Crane Resistoflex Manufacturing 3M
Dept. of the Army Finance/Accounting Transylvania Regional Hospital
Eastman Kodak United Airlines
Excelsior Packaging University of North Carolina, Charlotte
FirstLight Solar Energy Verizon Wireless
International Paper Volvo Construction Equipment
LifeSpan Services Wisconsin Gas
Marketing Assoc. for Rehab. Centers Xerox Corporation

 

Janis is also the author of several business books, including Performance Teams: Creating the Feedback LoopI Saw What You Did & I Know Who You Are: Bloopers, Blunders, & Successes in Giving and Receiving Recognition (with Gail Snyder), You Made My Day: Creating Co-Worker Recognition & Relationships (with Michael McCarthy), and  Ready? Set? Engage! Field Guide for Employees to Create Their Own Culture of Participation and Implement Innovative Ideas (with Michael McCarthy).

From Boo-Hiss to Bravo Top Ten Gems

By Russell Justice, November 2020

  1. "Bottom-up" Scorecards (xvi)
  2. Promising to use the first three months as a “doesn’t count” trial with no negative consequences. (19) 
  3. Be excruciatingly specific so the person will know exactly what to do again. (77)
  4. Performance measurement isn’t reserved for the end of the year or quarter but proudly tracked, posted, and achieved by the person most in control – the PERFORMER - the person whose performance is being measured. (xix)
  5. We know the difference between reinforcement and gifts. Reinforcement is an action following a behavior intended to increase that behavior’s frequency and strength. Gifts are actions or items given non-contingently – just because we want to do something good for someone, with no connection to behavior. (71)
  1. Ask the person if he would like to teach someone the skill you’ve reinforced? (81)
  2. The principle goes for tangible items: coffee mugs, t-shirts, hats, gift certificates, etc. When such things are not PAIRED (given together) with specific, personal comments about their behavior, they lose their reinforcement value. 
  3. Use “positive gossip” (telling a 3rd person about an individual’s good performance). (82)
  4. Discovering what not to measure, which often happens first when setting goals. This experience leads us to the correct measure. (19)
  5. Useful phrases for coaching to create and score. (57-58)

ACE Approved CE: Performance Scorecards

Instructor: Janis Allen

Time: 2 hour, 19 minutes
Credits: 
 2.5 Learning type-2 BACB CEs which can also be used for supervision
Presenter: 
Janis Allen, B.A. 

Course Description: Describes the development and implementation of the performance scorecard, an objective tool for conducting a performance appraisal. Key performance indicators for individuals are defined as the building blocks for the scorecard, which is created jointly by the supervisor and the appraisee. How to use coaching and positive reinforcement as essential elements in the implementation of the scorecard.

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