Management Observation Program Best Practice 3 – Use of Standard Observation Forms

In order to be fully effective, a management observation program must have credibility with those being observed and provide organizational performance improvement information. Credibility is established when those observed can expect both repeatable evaluations by one manager and consistent evaluations by different managers for a given job performance relative to established standards. Organizational performance improvement information is yielded when evaluation data from across the organization is aggregated; providing insights to the common patterns of desired and undesired employee behaviors.[wcm_restrict plans=”41901, 25542, 25653″]

Achievement of these four goals is most easily accomplished when standard data collection forms are used during the performance of management observations. Fundamentally, standard management observation forms are performance expectation checklists on which observation facts are recorded. These checklists drive consistency between observations because managers using them are provided with a preestablished list of items and standards against which the employee’s performance is judged. This consistency coupled with documentation of observation facts enables easy retrieval and aggregation of like data that can then be counted, trended, and analyzed to establish a picture of organizational performance.

While not an all inclusive list, effective management observations forms typically possess the following qualities:

• Expectations to be observed are consistent with documented and communicated performance standards
• Each expectation observable has a well documented and communicated graded performance range. A space is provided to document the grade for each observation area
  (detailed grading criteria is often captured in a separate management observation process document)
• Area for documentation of an overall activity performance grade and grade justification comments
• Space is allowed for the observer to document the specific behaviors witnessed
• Header space is available to document the activity observed, name of the observer, name of the individual observed, and the start and end time and date of the observation
• Signature lines exist for the observer and observed accompanied by a date and time
  (the observed individual signs to acknowledge receiving the observation feedback)
• Unique observation forms exist for various job types or standards adherence observations
• Listing of observables are logically grouped such as:
  • By task: job preparation, job execution, job follow-up
  • By performance standards: use of personnel safety techniques, use of personnel safety equipment, execution of personnel safety procedures
• Easily accessible, often available at the locations where the relevant work will occur
• Portable, often printed on pocket-sized note cards up to a single 8½ by 11 sheet of paper
• Rigid, printed on heavy weight paper or accompanied by clipboards for ease of use in the field

Final Thoughts…

While management observation of actual job performance is most effective, these observations can be extended to the finished or in progress deliverables of the workforce. In these instances, standard management observation forms provide a performance checklist for items such as the completeness and quality of staff work or the state of a job site. Note that is important these observations are followed up with feedback to the individual responsible for the work’s performance. These ‘non-activity’ type observations must adhere to all management observation conduct best practices to be fully effective.

Well documented management observations serve a dual purpose. Not only are they used to identify organizational performance trends but they provide managers with documentation of observed employee performance that can be used during routine feedback and coaching sessions and annual/semi-annual performance appraisal development.[/wcm_restrict][wcm_nonmember plans=”41901, 25542, 25653″]

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