how to Performance Evaluation

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how to become more intentional about performance evaluation
how about incorporating elements of teaching into PEs - educator backgrounds, bringing in teaching sensibilities
what are specific challenges of a non-hierarchical org: hidden hierarchies, soft power dynamics etc
how to get people involved in PEs? creating momentum and interest
how to use PEs to surface under-utilized skills?
what are good PE models?
who defines your goals?
How do you reset expectations and balance personal crises?
what should not be in a PE?

core goal: **no surprises in PE**
- - define core competencies**
important to make time - PE is never prioritized
creating and holding space for abilities and disabilities
- due to stigma, or lack of knowledge, people don't seek diagnosis
explicitly expressing power dynamics is crucial. they are always present in PEs: they present risk of self-censorship, and carry implicit biases
importance of transparency in process — for example, turnover without clarity damages org culture
super important to set up expectations - baselining is key
baselining evaluations:
- “What am I supposed to be achieving? How is success defined in my role?”
how to communicate expectations well - to ensure understanding is aligned
from each according to their abilities, to each according to their needs
staggered evaluations, to avoid burnout
personnel committee?
- board members, in charge of approving and reviewing evaluations and raises
the importance of framing performance conversations in a positive manner: designing conversations aimed to help people succeed, instead of focusing on the negatives

comparing self evaluations with evals of others, reflection and growth plan
Board-led evaluation committees
360 evaluations
EVAL TEAM EXAMPLE:
- two-people staggered process
- evaluations, self evaluations
- diff people are asked to respond to diff things: surfaces contextual knowledge
- person and their work buddy work on the plan together
- however, no incentives and no consequences: no raises, no promotions, no demotions, no firing
- once standards for project management were defined, no one cared about them anymore
SHORT STANDING MEETING EXAMPLE:
- super regular, 20-30 long meetings
- creates a culture of mutual expectations