Speaker 1: Hi, my name is Terry Hansen. I'm the president and founder of the Hansen University. It's great to be with you. I want to share with you if you're a business owner or a manager or an executive, for example, and you're looking for some different ways to evaluate and assess the overall performance and level of quality of your employees, whether they're, no matter where they are in the business. They could be on the sales and customer end of the business or on the production or technical or installation part of the business, doesn't matter where. But if you're looking for some effective ways to evaluate how their performance is going, let me give you a suggestion or two that will make a big difference for you. I've taken the liberty to draw a little bit of a grid here. I want to walk you through each one of these steps so that you can kind of get a sense for how you might use something like this in your particular business. So on the left-hand side of the column here, what we notice is that these are the categories of the areas that you're going to assess or evaluate the employee in. I certainly recommend at least five. You can break these down however you want to, but we typically recommend focusing on behaviors, attitudes, skills, knowledge, and then some other kind of administrative areas. Now you get to define what behaviors you consider to be important to evaluate your employee on. These are physical activities, routines, habits, patterns of behavior that they do kind of day in and day out that you consider to be vital for the success of the business and to the achievement of their overall goals. So you might come up with two or three or four or five different kinds of behaviors, activities, habits, routines, that if they do these things, really that makes a huge difference to the overall success of their job. The second is their attitudes. These are obviously clearly their perspectives, their beliefs, their mindset, their overall mental attitude that they have that causes them to have a high degree of success. So you might come up with one or two or three or four, it doesn't matter, but list those here. Under the skills section, think about the different aspects of their job where skills, technical techniques or competencies or capabilities, things that they have to really practice, practice and practice and practice to do very well, where those are required. What skills are those actually? Are there communication skills? Are there technical skills? Are there selling skills? I mean, what kinds of skills are required for excellent performance there? List those there. The fourth is knowledge. What kind of expertise and understanding, what kind of insights do they need about the industry, their own company, the products and services maybe, their job, the customer, themselves? What kinds of knowledge do they need to have in order to be really, truly effective? So list those there. And under administrative, there could be things related to software or how they keep themselves organized or meetings or trainings, reports that they file, just kind of administrative things, but list those down there. So use this BASK, B-A-S-K, framework plus administrative, as kind of a guide to get you thinking a little comprehensively as to all of the areas that they need to be evaluated in. If we move over to the center column here, this is where you define for yourself, in your mind, what you feel like, what does excellence look like when it comes to performance? If you had a perfect employee that did everything, everything, 100% perfect all of the time, what would that actually look like in each of these areas? What would excellent, outstanding, ideal, ultimately, the ultimate desired performance, what would that look like? As an example, it might be they would do something five times a day or under the attitudes, they would have a strong confidence in whatever. Skills, they might be well-practiced, well-refined skills, well-practiced. Knowledge, they might be very, very smart when it comes to something. And under admin, they might be highly organized when it comes to something else. But you define what excellence looks like here in this center category. And then last but not least is the fourth and final one. We come over here to the right-hand side. This is where you're going to actually use this new report card that you just created for your employee. You just came up with your categories. You defined the very perfect performance in every way here. Now you're going to assess and observe what their actual performance is. And you're just going to give them a grade. Just give them a score, maybe on a scale of one to four. So in this particular area, they might score a three. A perfect score would be four. That means they would do these five behaviors five times a day, and they would score a four. But he or she is only doing maybe three or four of those. So I'm going to give them a score of three. If their attitude is a four, a strong confidence, and they are strong in their confidence, I give them a score of four, and so forth and so on. We score each one all the way down. When I'm done with this, I can sit back and take a look as a manager and say, where are the biggest gaps between the ideal and the actual? Where should they be versus where are they at right now? I can look through and see where my lowest scores are, and that will tell me exactly what areas I need to focus on as a manager to help them improve their performance. So in this particular example, score to one. They don't ever take time to practice their skills, their communication or technical or selling or customer service skills. We never role play. We never observe other people and give them feedback on what they're doing good and have other people give him feedback on what he's doing good. We never take the time to do that, so his skills are unpracticed and they're not very sharp. So that's going to be an area as a manager I'm going to key into. And so I might also look into the knowledge, since that was another one that scored very low. What can I do to increase the training on the products and services that we offer on the job function? What can I do to provide some more education and training to really beef up that knowledge so that he can be an expert or she can be really smart and savvy when it comes to this whatever area? But evaluating your employees in this kind of a grid fashion, it's pretty easy to put one together in Microsoft Word or Microsoft Excel or any of those kinds of tools. Not too tricky, but use this sort of a grid pattern. Using behaviors, attitudes, skills, knowledge, and admin. You can certainly add others if you see fit. But identify the ideal, what excellence looks like here, and then their actual performance here. And then show that to them and have a conversation with the employee about how they were graded. Think of this as kind of a report card. Do this on maybe a monthly basis. Track their progress. What did last month look like? How did they score this month? And how will they score next month? And you should be able to see increases in progress and growth in each one of these areas. So hopefully this simple little tip and trick will make your life as a manager a little easier to identify where are the performance gaps, which gaps are the biggest ones that we need to focus on and work to improve in order to elevate overall performance company-wide. So great to be with you. If you want some more tips and suggestions, go ahead and click on the link below and you can get access to some of our training courses that will make a difference for you there. So good to be with you again. My name is Terry Hanson. Look forward to seeing you on the next time. Take care.