What do you do if performance evaluations are hindering succession planning for facilitators?

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Performance evaluations are crucial for ensuring facilitators are ready for future leadership roles, but what if they're actually impeding the process? If you're noticing a disparity between evaluations and actual readiness for advancement, it's time to reassess your approach. It's essential to ensure that evaluations are fair, objective, and aligned with the skills necessary for facilitation. This might involve redefining performance metrics, offering constructive feedback, and fostering an environment where facilitators can thrive and develop the necessary competencies for succession.

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Dom Nelson

Joint Venture Excellence Advisor - Oil, Products, and Gas @ Chevron | Stages Employee Network President

1 Rethink Metrics

When performance evaluations are hindering rather than helping, it's time to rethink the metrics you're using. Traditional performance indicators might not accurately reflect a facilitator's potential for leadership. Consider developing metrics that align more closely with facilitation skills, such as the ability to guide discussions, foster group consensus, and navigate complex group dynamics. By focusing on these areas, you can create a more relevant evaluation system that identifies and nurtures future leaders.

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Wassiliki Papagianni

Team Leader at BIG Direkt Gesund
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Review the performance evaluation criteria to ensure they align with the skills and competencies needed for effective facilitation. Consider incorporating specific metrics or assessments related to facilitation skills, such as communication, engagement, and problem-solving abilities.

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2 Foster Growth

One key to successful succession planning is to foster an environment where facilitators can grow and develop their skills. This means providing opportunities for continuous learning and challenges that stretch their abilities. Encourage facilitators to take on diverse projects that require them to use different facilitation techniques, and make sure they receive feedback that is both constructive and actionable. This approach will help them build the experience and confidence needed for future leadership roles.

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Dom Nelson

Joint Venture Excellence Advisor - Oil, Products, and Gas @ Chevron | Stages Employee Network President
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Sometimes facilitators need to evolve their skills to progress their careers. In my own experience, I was an excellent facilitator being a Lean Sigma Black Belt. However I had to get a better business acumen to progress in more strategy related roles. This can be done by taking on enterprise initiatives and thinking about how to facilitate in a different way. It’s important to consider many perspectives in regards to performance, driving outcomes, and long term career aspirations.

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Isabel Coutinho

Catalisadora de Processos de Inova??o e Produtos | Strategic Consultant | Leadership Development | Lean Thinker | Advisor | Governan?a Corporativa | Mentora | Palestrante
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Ter um plano de desenvolvimento para pessoas facilitadoras ajuda a tra?ar planos de a??o customizados de desenvolvimento de carreira onde podemos direcionar treinamentos, trabalho em pares, mentorias e atividades piloto para que novas pessoas facilitadoras possam aprimorar suas habilidades.

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3 Feedback Loop

Creating a robust feedback loop is essential for facilitators to understand how they are performing and where they can improve. This feedback should be timely, specific, and tied directly to the performance metrics you've established. It's also important to ensure that the feedback process is two-way; facilitators should feel comfortable providing their input on the evaluation process itself, which can lead to more tailored and effective assessments.

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Isabel Coutinho

Catalisadora de Processos de Inova??o e Produtos | Strategic Consultant | Leadership Development | Lean Thinker | Advisor | Governan?a Corporativa | Mentora | Palestrante
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é importante alinhar claramente as expectativas sobre o papel e continuamente, fornecer feedback. Ajuda as pessoas facilitadoras a se desenvolverem e ver como suas atividades se alinham com os objetivos gerais da empresa. Gosto muito e utilizo o formato de feedback líder - pessoa liderada e também entre pares.

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4 Succession Strategy

Developing a clear succession strategy is vital. This strategy should outline the path from facilitator to leadership roles, including the competencies required at each stage. By doing so, you ensure that performance evaluations are not just assessing current performance but are also measuring progress towards future roles. This can help facilitators understand their career trajectory and motivate them to develop the necessary skills for advancement.

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5 Bias Check

In any evaluation process, unconscious biases can play a significant role in hindering fair assessments. It's important to regularly check for and address these biases to ensure that all facilitators have an equal opportunity to be recognized for their potential. This might involve training for evaluators, implementing blind evaluation processes, or using a diverse panel to assess performance. Taking these steps can help create a more equitable environment that supports succession planning.

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6 Action Plan

Finally, it's crucial to translate evaluation outcomes into actionable plans. For facilitators who are not yet ready for succession, define specific development plans that address identified gaps. For those who are on track, consider accelerated leadership programs or mentorship opportunities to prepare them for their future roles. By connecting performance evaluations directly to action plans, you ensure that these assessments contribute constructively to your organization's succession planning efforts.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Patricia Pinheiro S.

HR Management & Leadership Expert | Mentor | Trainer | Experienced Communicator & Advisor | Senior HRBP | People & Culture Senior Manager | Top Human Resources (HR) Voice
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By my long experience in HR, when a process/ method/ procedure doesn't allow that someone evolves, it's critical that we (as people partners) deep dive in the theme and acting regarding problem solvers process. Probably create/ invest in another model or way of working. Thus, what I suggest: - create a multidisciplinary relevant Team to deep dive - everyone's opinion is necessary - think about doing a Focus group with all relevant Employees - analyse and see options - action a plan aligned with Company, People and Objectives - Implement it - do an After Action Review - deal with the relevant updates that are needed to put in place

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What do you do if performance evaluations are hindering succession planning for facilitators?

1

2

3

4

5

6

7

1 Rethink Metrics

2 Foster Growth

3 Feedback Loop

4 Succession Strategy

5 Bias Check

6 Action Plan

7 Here’s what else to consider

Facilitation

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What do you do if performance evaluations are hindering succession planning for facilitators?

1

2

3

4

5

6

7

1 Rethink Metrics

2 Foster Growth

3 Feedback Loop

4 Succession Strategy

5 Bias Check

6 Action Plan

7 Here’s what else to consider

Facilitation

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