Staff appraisals should be tied to the credit union’s overall strategic goals.

As a leader, when you make it a goal to gain relentless feedback a new culture starts to develop, says Peter Myers, vice president of CUES Supplier member and strategic partner DDJ Myers, Ltd., Phoenix.

He suggests that strategic planning must be at the heart of employee performance reviews. “Not only should business goals shape the strategic planning process, but performance management and succession planning.”

Myers recommends engaging staff with questions like, “Where do you want to go?” This helps foster a speculative conversation, which is much more valuable than a tactical conversation, especially as it relates to performance management. “Speaking tactically has the drawback of being too narrow or more externally focused, which is a detriment to the employee’s chance to develop,” adds Myers. (Note: “tactical talk” can also center on specific topics, logistics, or create a conversation that is less free-flowing or be more deliberate in its intention. It may even seek a predetermined result.)

Myers adds that strategic learners, those who continually seek and integrate new concepts, crave regular feedback, which is self-motivating and assists in keeping goals in focus. Touchpoints should be used to evaluate employee skills, goal tracking, and leadership attributes. But it’s imperative to solicit feedback and have the employee contribute with a self-assessment. “When an employee grades themselves they are also forced to assess how they’re impacting the credit union in many domains,” continues Myers. For example, he or she may consider:

  • How am I contributing to our strategic initiatives?
  • How am I stimulating partnership across the organization?
  • What was my contribution to the organization attaining its goals?



July 2015 – Vol: 38 No. 7
by Stephanie Schwenn Sebring
Contributions by Peter Myers
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