| A constructive way of conducting performance | | | | As the pilot gets closer to the airfield, the instruments |
| appraisals and tracking employee performance is to | | | | become increasingly sensitive. Adjustments that should |
| conduct interim reviews as part of a continuous | | | | have been made early on become more difficult to |
| employee development process. | | | | correct. Typically, the approach is more erratic or |
| Long term performance starts with an employee | | | | results in a failure to break out of the clouds at a point |
| development plan and involves properly setting | | | | safe for landing. |
| performance goals as well as timely job feedback. | | | | Interim Review: Tracking employee performance via |
| 5 Steps to Better Performance: | | | | semi-formal feedback |
| Setting and achieving goals involves 5 steps: planning, | | | | Failure to maintain every variable correctly might cause |
| goal setting, feedback, review, and evaluation. Interim | | | | the aircraft to be left or right of course, above or |
| reviews are critical during this process. | | | | below glide path, or too fast or too slow. If the pilot |
| Employee Performance Example | | | | gets out of tolerance, this will prompt a call from the air |
| Let's review a performance task that illustrates the | | | | traffic controller monitoring the radar with an offer of |
| importance of feedback and regularly checking work. | | | | assistance or other course corrections. |
| Planning: Identify key responsibilities that will be | | | | Evaluation: Formal review of success or failure |
| evaluated | | | | At the time or location of the decision point, the pilot |
| A pilot is required to land the aircraft at a designated | | | | must see the airport and determine whether they can |
| airport during limited visibility, known as | | | | proceed for a safe landing. If they cannot see the |
| instrumentmeteorological conditions. | | | | runway, the approach failed and becomes a missed |
| Goal Setting: Clear understanding of the task, | | | | approach that requires a go around and a need to try |
| conditions, and standard(s). | | | | again. |
| In this scenario, the pilot cannot see the ground | | | | Setting and Achieving Goals |
| consistently and must rely solely on her thorough | | | | Tracking employee performance, as with any task, it is |
| cross-check of aircraft instruments to determine | | | | much easier to take corrective action early on. This |
| position. After verifying location, the pilot begins | | | | requires that leaders have regular contact with their |
| descent to the desired airport at an initial approach | | | | employees so that they coach and mentor along the |
| point determined by her location and altitude. | | | | way. This allows for discussion and clarification via |
| Assuming weather remains as forecast, if the pilot | | | | "foot locker" coaching sessions along the way. |
| maintains a thorough cross-check of aircraft | | | | Next, if you conduct periodic, semi-formal reviews |
| instruments that indicate airspeed, altitude, heading, | | | | (quarterly or some other interval), you allow both |
| location, and rate of descent, she will descend to the | | | | parties the opportunity to adjust. For example, if you |
| minimum descent altitude or decision height at a | | | | conduct semi-formal "pencil" sessions on a quarterly |
| location with the airport in sight, where she can | | | | basis, it would provide both a chance to conduct less |
| proceed and land. | | | | threatening rehearsal sessions of the formal review. |
| Feedback: Regular input shows whether you are on | | | | Here, both manager and employee have the |
| course. | | | | opportunity for a full exchange of ideas without the |
| If the pilot performs the approach properly, all aircraft | | | | stress of the annual review. During the remaining time |
| instruments will remain within tolerance and she will | | | | available, everyone can take the necessary corrective |
| receive "on course, on glide path" indications throughout | | | | action instead of waiting for the formal review at |
| the approach. | | | | annual appraisal time. |
| At the beginning of the approach, the aircraft | | | | Quarterly or interim reviews provide a mechanism for |
| instruments appear less sensitive and any "on course, | | | | tracking employee performance and making any |
| on glide path" deviation may appear minor. If they are | | | | necessary adjustments before conducting employee |
| corrected early, the pilot can return the aircraft to the | | | | performance evaluations. |
| correct position easily. | | | | |