BUSINESS MANAGEMENT TRAINING

KNOW:

  • There is a disconnect between how managers and staff perceive expectations/opportunities for advancement
The 2016 SE3 survey results show that, compared to entry staff/entry level engineers, principals/owners are 32% more likely to agree or strongly agree that expectations for advancement are effectively communicated in their firms
  • Improving the performance review process can help bridge the gap between management and staff

DO:

  • Assess and improve your performance review process.
Tips to improve performance appraisals    https://www.thebalance.com/improve-performance-appraisals-1918839

  • ​In an individual’s performance review, collect input from supervisors, peers, and staff reporting to the individual.
Information on 360 reviews
https://www.thebalance.com/what-is-a-360-review-1917541

Best practices for 360 reviews
https://www.surveygizmo.com/survey-blog/guide-to-360-reviews-what-is-a-360-how-do-you-administer-360-feedback/

  • Normalize reviews across all disciplines and departments.

    Normalization of performance review process
https://empxtrack.com/blog/normalization-performance-evaluation-scores/

  • During performance reviews, be specific—qualitatively and quantitatively—about improvement requirements and timelines.
 
  • Provide real-time constructive criticism and positive recognition.

Build a culture of employee recognition
https://www.forbes.com/sites/theyec/2017/02/02/seven-ways-to-build-a-culture-of-employee-recognition/#5b94bdd71aaa

Identify stages in the performance review process which may be vulnerable to implicit bias.

PERFORMANCE REVIEW

KNOW:

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DO:

Best Practice Resource Guide

What to Know
  • People who left the profession cited “poor management” as one of their top reasons for leaving​
What to Do
What to Know
  • There is a disconnect between how managers and staff perceive expectations/opportunities for advancement.​
What to Do
​What to Know
  • Alignment of daily tasks with career goals is one of the top indicators of overall career satisfaction
What to Do
  • Align daily roles and responsibilities with employees career goals. Re-assess assignments and employee goals on a regular basis.
What to Know
  • Structural engineers with mentors are significantly less likely to consider leaving the profession.
What to Do
​What to Know
  • Burnout effect is real. The more hours an engineer works, the more likely he/she is to consider leaving.
What to Do
  • Curb the culture of long hours. Monitor hours worked by all staff, and do not encourage, require or expect long hours on a regular basis.
  • Adopt policies (such as overtime pay or comp time) to improve engagement during periods of high work load.
  • Read: Inc “Stop Working More Than 40 Hours a Week”​​
​What to Know
  • There is a gender pay gap in the structural engineering profession.
What to Do
What to Know
  • There are flexibility benefits that employees want but do not receive, and benefits that are offered, but not used.
What to Do
What to Know
  • There is a negative stigma against employees with children. Engineers with children advance at a slower rate than engineers without children.
What to Do
What to Know
  • The best place to start in understanding engagement and equity is to collect data.
What to Do
What to Know
  • Firms that are able to embrace and realize the benefits of diversity are reportedly more successful and competitive.
  • Identifying and assessing workplace diversity issues are key to effectively developing and implementing diversity plans
What to Do