Here's how you can achieve fairness and objectivity in performance evaluation within partnerships.

Here are some actions you can take to overcome decreasing productivity in a partnership role: 1. Establish standards 2. Open Discussion 3 Employer Measures 4 Reward Cycles Be the first to share a personal story. 5.Examine Frequently Be the first to share a personal story. 6. Make a Fair Adjustment Be the first to share a personal story. 7. What else should you consider? 8. Determine the primary cause. 9. Set measurable and explicit criteria. 10. Honestly examine workflows and Processes Clarify Your Expectations and Goals 11. Promote cooperation and creativity. 12. Get Opinions from Several Assessors 13. Respond quickly to discrepancies and concerns. Implementation of the above strategies can increase fairness and objectivity.

Criteria have to be discussed frankly, established, agreed upon and communicated early, concise, clear, transparent, hopefully standardized or comparable with other similar situations, reviewed on an ongoing basis and adjusted when partnerships evolve and partners agree., They need to be objective, factual, measurable.

Define roles and responsibilities from the outset, ensuring that partners understand what is expected of them and how their performance will be. Develop an objective and quantifiable performance evaluation system. Collect input from multiple sources, such as colleagues and clients, to obtain a well-rounded view of each partner's performance. Managers should receive training on effective performance evaluation techniques and how to minimize biases. Tie rewards and recognition to performance evaluations. Create an environment where partners feel comfortable discussing their performance and concerns with their managers and teammates. Regularly assess the effectiveness of your performance evaluation system and make adjustments as necessary.

I would co-design it between partners. How performance evaluation will be happening, what will be evaluated and how feedback is to be given to land. Everyone is different and motivated by different approaches. Discuss trigger point that partner is aware of or previous experience they had in the performance evaluation reviews that they have learned from what works for the and what not.

To ensure fairness in performance evaluations within partnerships, it's important to keep communication open. Create a safe environment where partners can talk honestly about their views without worry. Regular meetings should be set up to check on progress, discuss any issues, and share feedback. This continuous conversation helps avoid misunderstandings and lets partners set clear expectations, making evaluations more accurate and fair.

This is a tricky thing! While I agree on open and honest communication, this is perceived so differently depending on the understanding of hierarchies, ways to share feedback, etc. In addition, the evaluation needs to be actually part of the culture of organisation to support strength, thus funding and time needs to be available too. If it's just a tick-box, the open and honest communication will become redundant. And again, it needs to go both ways and it takes time to establish the trust for an open dialogue, where a critical reflection of self, etc. is vital.

Open, productive and sustainable dialogue must be based on trust, mutual respect, empathy, authenticity, humility and humanity. It serves to align expectations and set goals and criteria from the beginning, to adjust things along the way with informal and formal productive exchanges and to assess honestly progress (or lack of progress), risks, errors, opportunities, successes, health of the partnerships. It is the base to achieve meaningful results, to develop a stronger next generation of leaders and to ensure that we have the most pride and satisfaction in our work and life after many years have gone by. It is what ensures that partnerships can last even after we move on to other things.

To have an oped dialogue, I'd focus on building trust and safe container. Simply more meetings won't create that. Setting an example in unpacking own performance, concerns and receiving feedback. Really listen, to the other party feels heard, not for the check mark, but really heard.

To keep performance evaluations fair and unbiased in partnerships, use clear metrics. Focus on measurable outcomes like financial goals, completion of key projects, or how happy customers are. This approach uses real data to assess each partner's contributions, helping to avoid personal biases. Make sure the metrics you choose cover all important aspects of performance and aren't just about one-off achievements or short-term gains. This way, evaluations are more balanced and reflect true contributions.

Clear points that will be evaluated, co-created together. And let both parties to state their opinion on each, then whether there are big discrepancies those are discussion points to dive deeper into.

En el desarrollo de productos o servicios, un circuito de retroalimentación es crucial, ya que permite recopilar información valiosa de los usuarios y ajustar los servicios a sus demandas y expectativas, de forma iterativa, centrada en el usuario e incorporando "puntos ciegos" o no detectados. Métodos y técnicas: -El entrenamiento de profesionales en asertividad y empatía fomenta una comunicación abierta, honesta y respetuosa. -Elaboración de encuestas periódicas, que incorporen la posibilidad de aportar propuestas que han podido no detectarse. -Planificación de reuniones profesionales breves y eficientes, mediante metodologías ágiles, para optimizar el tiempo.

Feedback is very valuable to learn but also to keep the doors open for the future. For one product development a solution may not be the right one but for a future project it may be suitable. Partnerships is an area of ongoing collaboration.

Humility, openness, sincere communications, objectivity, empathy and appetite for mutual success are needed to ensure that the adjustments can be made efficiently, optimally, timely, harmoniously, collaboratively. Again, having the clear initial expectations, the objective assessment tools, the mutually trusted communication mechanisms, the well-prepared contingency options, costs and plans and the actively involved governance will be important elements that will ensure that the best results are eventually achieved, that the partnerships are sustainable for the long run and that leaders grow together, attract more partners, colleagues and employees and influence others to follow them in a compelling way.

Focus on progress and contribution. These two categories of measurement help leaders make the most of partnerships. Progress focuses on the north star objective of the partnership. This quantifiable result is widely known by leaders and teams connected to the partnership, and the lion's share of effort is dedicated to achieving that outcome. Contribution focuses on HOW team members are exercising their skills and curiosity to not only achieve that outcome, but finding ways to make their partner successful. Incentivising contribution often results in the partnership building additional streams of value beyond achieving the current north star objective.

Work harder on yourself than you do on your job. Personal development is key to achieving success in life. While working on your job is important, it’s equally important to invest time and effort in developing your skills, knowledge, and mindset. By constantly working on improving yourself, you can become a better version of yourself and achieve more success in all areas of your life. Personal development is the foundation for achieving true and lasting success, and investing in yourself is the best investment you can make.

Generally, within evaluations/feedback we tend to focus on weakness and try to make people meet standards accordingly. I do feel, to have a fruitful partnership to begin with, strength, potential and shared visions need to be checked, and build upon, to achieve more together. This for me is closely related to living diversity and inclusion, having people and partnerships with specific strength, rather than a monotonous group with average capacity, but easier to partner with.