https://padlet.com/sfreedman19/tbi68mb158d6l63r en-us 2023-01-18 21:08:45 UTC 2023-01-25 21:20:47 UTC hello@padlet.com https://padlet.net/icons/png/1f4dd.png sfreedman19 https://padlet.com/sfreedman19/tbi68mb158d6l63r/wish/2448985210 2023-01-18 21:08:45 UTC https://padlet.com/sfreedman19/tbi68mb158d6l63r/wish/2448985210 sfreedman19 https://padlet.com/sfreedman19/tbi68mb158d6l63r/wish/2448985212

The goal-setting document should be a “living document” that is quarterly reviewed together during 1:1 meetings. 

It should be standard practice that goals are noted in the regular 1:1 agenda.

Performance reviews should add a section to evaluate competencies (or KPIs). Expanding the assessment to include additional items would show a larger picture of the staff person’s performance. A rubric for scoring would be needed for supervisors.

Adding a section on our internal organizational values would also be helpful. But this section should not be scored. Instead, staff could write examples of how they lived the values throughout the year.

Ensure staff understand how merit increases are determined by supervisors and consider a Performance Review Calibration process led by HR.

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Make clear who is responsible for final decisions and how it will be communicated.  Also make clear what decision-making process the team will use.

Determine who needs to be cced and clearly state your request for those individuals.

Follow 2021 Focus Group Recommendations (1. Use tools such as Org Calendar/Taskray to find information, 3. Don't schedule meetings on GSD Days, 4. Use RASCI to clarify roles and the R doesn't have to be a supervisor, 5. Push back on perfectionism culture and the need for consensus, focus on improvement in the next iteration of a project, based on evaluation 6. Develop protocols on decision making to allow for more autonomy. 7. Acknowledge that there is more than one way to do something, delegate and trust your people. 8. Use our teen group training values as internal values, e.g. step up, step back 9. Use continuous feedback).

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Supervisors receive training to address the importance of giving regular feedback and coaching, with opportunities to practice these skills.

Supervisors ensure that 1:1 meetings include time for feedback and coaching, include as standing agenda item to be discussed once a month or more often as the need arises. 

We recommend all staff use the Management Center Agenda for 1:1 meetings with their supervisor to ensure regular goal setting and growth and development conversations occur.

Revisit the “continuous feedback” topics that were shared a handful of years ago, make modifications (if necessary), and share them again with the staff.

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Determine and clarify organizational requirements for PD – a PD opportunity needs to specifically relate to an individual’s work responsibilities and individual goals (that roll up to larger organizational goals).

Career development conversations should take place in 1:1s monthly or bi-monthly to uncover potential PD or career development goals or opportunities. Communicate that there are many ways to approach PD and career development outside of a monetary benefit.

Develop and implement the usage of a more formal PD template that allows staff to break down their PD goals/skills to be learned, including resources used, how the work will be actually be accomplished, how the skills being learned can be practiced, and how to apply those learnings.

Consider cross-training opportunities or a barter system for sharing skills internally (or externally)

Share out skills learned – utilize Lunch & Learns, team meetings, etc. to present learnings

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Review previous years’ recommendations documents related to internal Communication. A larger conversation around what is preventing these recommendations from being adopted widely could be helpful.

Reply to emails within 48 hours, even if it's an, "I saw this and will get back to you by". The goal here is to hit close to 80% (like our program evaluations) and not demand perfection.

Label requests clearly in subject and body of emails. Make sure requests include who, what and by when.

Being intentional about the "to" vs "cc" or use @ to make clear requests. Consider letting others in the thread know they are included as an “I” (inform in a RASCI Chart) if they have no follow-up responsibilities.

Use Scheduling Assistant in Outlook to schedule meetings. Be sure to mark your own time as busy or OOO.

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Consider having another conversation about the number of meetings we have and how this impacts other work from getting done. 

Follow up post meetings with notes and assignments.

Standardize use of Teams Channels vs Chats and train staff.

Each team should have regularly occurring team meetings to learn about everything that's happening including new initiatives/goals, in addition to any relevant info from the Vaad. 

If staff memos will continue, they should go out on a regular schedule so people know when to expect them and collaborators have adequate time to draft content. 

Review the recommended practices from 2020 on Meeting Recommendations; recommit to utilizing them to ensure our time in meetings is well-allocated (1. 25/50 min meetings, 2. create agenda and send in advance, 3. assign notetaker/timekeeper, 4. before scheduling determine if meeting is necessary and who needs to be in the room, 5. consider time zones).

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1. Communication around decision making is more clear that who has the ability to make a decision. Communicating back when a decision is made should be regular behavior. It may be days before we hear back from someone, but we need to keep our work going.
2. Management style of or is, hey employee, let's figure out how to manage that? If a person wants to get something done, they will figure out how to do it. We hire people who can make decisions, it's what we're about. We're not interested in having to micro manage.
3. Why are people not sticking to the 25/50min meetings, using Taskray, not scheduling meetings on GSD days? They haven't seemed feasible thus far, why? It's also a miracle when things end on time. Have been challenging.


1. There is so much here, there's too much. It's getting into a psychological space. How can we come up with the things that are best practice as an org understanding there are different communication styles. Ask people how they want to receive info.
2. How often to do we need to hear from leadership about what's going on? What are we committed to as far as the leadership channels of communication? If we had a knowledge of that, how would that allow for better communication? How do you create a process what the leader is supposed to communicate and space for people to ask questions about that?
3. How can we make the staff memo more regular>



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