ST Recruit - Hit bulls-eye in your appraisals

ST Recruit - Hit bulls-eye in your appraisals

Life's Turn

When you think your life has taken a turn, follow you inner voice, and the world will soon hear you.

Small Voice

It is the still small voice that we head.

SPEAK OUT

speak out...speak your mind..and when you do your voice will be heard.

Listening to one's self

Listen to hard to the voices, they are trying to tell you something. When it first trickles out you may not recognize it.

The Review

Meaningful performance reviews contain comments that effectively summarize performance and support the rating you give the team member. Your time will be well spent if you take the time to provide comments to make the review more meaningful and useful. List the team member's major accomplishments and strengths as well as areas to improve.
Review each objective and analyze how the person did in reaching it.
Write a review statement for each objective:
Quantify results, how much? how many? how often?.
Describe specific behaviors. Provide specific examples of situations that supported the performance - what specifically did the team member do?
Examples of good and poor review statements:
POOR: Cheryl is always cheerful and helpful to customers on the phone.
GOOD: Cheryl consistently met the 98% service level on call tracking reports while exceeding courtesy standards in audits of her phone manner. She has a lower than average 'refer call to supervisor' rate and received two customer letters complimenting her helpfulness.
POOR: Joe is rude and unhelpful to coworkers.
GOOD: Joe frequently responds to coworker requests for help with flat refusals such as 'Dream on' without considering his workload or team needs. On May 2, he was counseled for answering a request by slamming a door in a coworker's face.
POOR: Lisa takes the initiative to get things done.
GOOD: Lisa initiated a workflow analysis which led to her team's productivity increasing by 15%.
POOR: Sally manages her time poorly, creating problems for others.
GOOD: Despite counseling, Sally often ignores ag"agreed-upon plans and fails to meet deadlines. She missed three milestones in the ATM project, affecting Marketing's plans and causing a one-month roll-out delay.


Evaluate your review statements and assign a rating around each objective. Once you have completed reviewing each objective, write a summary capturing overall accomplishments and contributions.
Calculate an overall rating using ratings of each review statements, factoring in the "weight" of each. Wells Fargo uses a system of 5 levels to rate individual team member performance:
Level 5 = Significantly Above All Key Objectives
Level 4 = Consistently Above All Key Objectives
Level 3 = Met All and May Have Exceeded Some Key Objectives
Level 2 = Met Some But Not All Key Objectives
Level 1 = Significantly Below All Key Objectives
Key Objectives are those objectives which are most critical to the performance of a job.

Remember, there should be no surprises in a performance review. Any comments summarized should have been already mentioned to the team member as ongoing feedback. Avoid using comments about attitude and personality. It is always a good practice to ask your manager to review the document and provide suggestions.

Compare performance with the Success Profile
Answer the team member question, "how good am I?" by benchmarking their performance with that of the best performers at Wells Fargo. Success profiles serve as the yardsticks for measuring individual success within our organization. Team members can compare the skills and abilities discussed in your feedback with what is expected of them at Wells Fargo. At the end of the performance cycle:

Be prepared to discuss the Success Profile during the review meeting

Point out the team member’s strengths and opportunities for development

Use the Success Profile as a tool to facilitate discussion for the development plan

Remember, performance ratings reflect performance against key business objectives. Wells Fargo wants to recognize team members for the results they have produced and you will need to rate them accordingly.

Summarize Performance

Performance Review
This is the step managers often think of as performance management: the performance review. As a manager, your role in this process is much more than that. Summarizing performance is the fourth step in the performance management process.
Summarizing performance is a way of capturing what has been happening throughout the entire year. It's a snapshot of 12 months of the team member's work activity. At minimum, each team member should receive a formal review annually.
The review process gives you the opportunity to exchange detailed feedback about performance as well as motivate team members to stay on track, improve and grow in our company. It provides you and your team member a documented record.

During these or any feedback sessions, be careful not to make commitments or assurances that the team member will retain a job as long as he or she performs. This kind of commitment isn't consistent with our 'employment at will' philosophy."

Coaching

Your Role as a Coach
Coaching is the continuous process of equipping team members with tools, knowledge, and opportunities to improve their performance or expand their capabilities.
As a manager, your ability to effectively coach your team members has become a key expectation in Wells Fargo. Knowing how and when to coach and doing it frequently, on a regular basis will be critical to your success, your team members and Wells Fargo.
There is huge potential for across the board performance improvement. When you coach all team members, you can effectively shift the entire performance curve to the right. Low end becomes average, average becomes high end, and high end goes off the charts.


Coaching can be done at any time - to improve performance, recognize great behaviors or to help turn declining performance. As a coach, you will determine which coaching strategy fits with your team members performance needs.
Coaching Skills
There are 4 basic elements of coaching that help managers support the coaching process:
Build an individualized relationship with each team member.
Clarify roles

Address confidentially

Discuss how to work together
Use focused listening to connect with your team members.
Focus on the team member

Listen for what is not being said
Ask powerful questions to stimulate team member thinking and exploration.
Help person find own answers
Develop a coaching strategy to 'get set' for coaching conversations.
Think before acting

Assess results, relationship and readiness
Certain behaviors can help"

Setting Objectives

Communicate your Expectations
Sometimes we assume that our expectations are understood by others and are surprised when they fail to meet them. You can increase productivity and reduce stress by clearly setting your expectations up front. Objective setting helps define your expectations. It also provides motivation, and shows team members where they need to focus. A good objective is one that's challenging but not impossible; specific, measurable and relevant to the business objectives.
Objectives are the measurable performance goals or business results, a team member is expected to achieve-they answer the question 'What must be done?' Targets specifically define how well the objective must be met.
Objective: Increase sales
Objective with a Target: Increase sales by 12% next quarter
Helping your team members focus on meaningful objectives and targets will help them contribute to achieving the strategic initiatives. The better job you do of connecting people's objectives with our company vision and strategic initiatives, the more energized they will be and the better their performance will be."

Finding Candidates

There are many sources through which you can find qualified candidates. Be careful not to use a source you think will produce huge response just because you feel pressured to get the job filled. Instead, select the most appropriate channel based on:
the type of job you are filling;

past successes or problems with the channel;

cost effectiveness ('cheapest' isn't always the best investment!); and

the number of applicants you are interested in screening.

-- Sources at a Glance --
Online Job BoardsDiversity SourcesSchool Programs
Jobs(internal)
Wellsfargo.com/jobs
America's Job Bank

Monster.com Diversity Web sites
Diversity ConferencesCampus Recruiting
Internships
Associates Program
Internal SourcesExternal Sources
Employee Referral
Cities of Employment
(Recruiters Forum)Advertising
Search Firms
Temp Agencies"

Negotiating

You should have already put your strongest offer on the table, but if you feel that you overlooked a key piece of information and want to restructure the offer, you can do so. Think about what non-salary incentives you can legitimately offer that might be of great value to the candidate - for example, flexible schedule or tuition reimbursement."

Making an Offer

Offer Etiquette
Once you have evaluated all applicants and made your decision, you'll need to prepare a job offer for your selected candidate as well as notify the candidates who were not selected.
Some things to remember for:
Internal Job Seekers:

Treat an internal applicant as respectfully as you do your current work team. Even if the person does not get the job, we still want him or her to feel good about working at our company.

We do not engage in bidding wars for internal applicants.

Approval is required for base pay increases greater than 10%.

The team member should advise the current manager that he or she is being considered for a transfer.

You need to call the current manager to confirm a release date.

External Job Seekers

Treat external job seekers like customers. They may be customers! The way you regard job seekers throughout the hiring process has a profound impact on their overall view of our company.

Staff Planning

Staff Planning

So you have a vacancy Now what?

Your first reaction to an open position may be 'Fill it!' But first, take a moment to relax and consider whether the position really needs to be filled. You may find that another alternative makes the best sense for the long run.
The important point is: Don't automatically begin searching for a new team member just because someone is leaving. Make this a conscious decision, so that you're sure your department is running as effectively as possible.

You may want to ask yourself
How efficiently is the current workload handled?
Perhaps there are some workflow changes the team could make to become more productive without adding to staff.
Perhaps this job can be sent over sea?
Can job functions be combined or eliminated?
If people are doing nonessential work, it's time for some changes. Also, if there are unnecessary redundancies in job functions, you may be able to streamline.

Do you need to replace the team member?
Asking yourself this question doesn't mean the leaving team member wasn't adding value. Teams can be over-staffed when there is not enough work to warrant hiring an additional person.

Do you anticipate any future workload changes?
If you know that your team's work volume will be increasing significantly (for example, because of an acquisition) you might need to start preparing new team members for the changes. On the other hand, if your group is finishing a major project and returning to a reduced workload, you may find your team over-staffed.

How well is the team meeting business objectives?
This is a bottom-line question. If you don

Making Decisions

How do I make good decisions?

Your performance as a manager is one of the most significant factors in a team member's decision to stay with us. You will be making decisions that affect them everyday. You have some latitude in making these decisions. How you use your good judgment is discretionary based on the policies and guidelines has established and the laws under which we operate.

Often there are no exact solutions to the situations you are facing and you need to try to determine the best available alternative. These situations require you to use your judgment or discretion.
As a manager, you will need to evaluate the situation and determine whether to:
follow a policy or procedure; or

use management discretion based on some rules to resolve the problem;or

know when to call on your support resources for help with a difficult or potentially risky situation.
Examples of when you must follow policy or procedures include decisions about:
�releasing confidential personnel information to external sources
�ignoring harassment of customers or team members
�paying a non-exempt team member for unauthorized overtime hours
�permitting sharing of offensive jokes or cartoons
Examples of when you can use discretion include decisions about:
�letting a team member participate in professional society activities during work hours
�enforcing a dress code in the department
�allowing a team member to work flexible hours
Am I making the best decision?

A good test to determine whether you're making the best decision is to hold "

Recognition

One of the most significant things managers can do is to recognize and celebrate the successes and achievements of their team members. We believes in the value of recognition to reward exceptional performance and motivate continued excellence.
Recognition
There are hundreds of ways you can reward and motivate your team. Most ideas fall into one of three categories: formal, informal or day-to-day recognition. Together these forms of recognition make team members feel valued by the company, their team, and their manager and coworkers.
Formal Recognition is used to reinforce behaviors that support our Vision and Values. Most groups have a customized formal recognition process to meet their unique business needs. To find out more about your group's process, visit the Recognition Program site and select 'Who to Contact.' To make nominating across the company easy, all groups agreed that nominations should be sent to the nominee's manager. If you receive a nomination that looks different"

Formal Recognition is used to reinforce behaviors that support our Vision and Values. Most groups have a customized formal recognition process to meet their unique business needs. To find out more about your group's process, visit the Recognition Program site and select "Who to Contact." To make nominating across the company easy, all groups agreed that nominations should be sent to the nominee's manager. If you receive a nomination that looks different from your own, simply review what's written and recognize the team member appropriately within your own group's process.

Informal Recognition is used to reinforce team goals and priorities as a supplement to formal recognition. Informal recognition is most effective when team members are involved in the planning process.

Day-to-Day Recognition is used to encourage progress and praise accomplishments. It should be personal and take many forms, such as a written note, verbal praise or personal reward. Get to know your team members, find out if they like to be recognized publicly or privately, ask about their interests and what's important to them, and recognize them in a way that shows you care.

Get Creative!
Recognition doesn't need to be costly and can always be fun! Here are some quick recognition ideas:

Create Paper Awards, use a funny theme

Candy attached to a note card

An afternoon off

Create a traveling trophy

Have a potluck or pizza party

Assign them to a fun project

Create banners or certificates

Use music to "announce" the recognition moment
Share Best Practices!
It's not necessary to reinvent the wheel on a recognition idea. Ask other managers in your management team or business unit what has worked for them.

Virtual Teams
It's important to recognize and reward remote team members as well.

Talk with them to find out more about what motivates them in order to personalize rewards.

Include your remote team members for events

Arrange something special at their location. It's important that they feel as valued as the people you see every day.
Other tips and recognition ideas:

Keep a supply of items from the Wells Ware Catalog for instant recognition that will reinforce great actions/behaviors.

Order flowers or balloon bouquets or "goody baskets with treats"

Keep a supply of congratulation cards or create your own to have ready