Annual reviews are standard practice at most businesses, providing managers a yearly chance to review priorities and performance, and employees the opportunity to understand their value and role in the future of the organization.
This week, CreditUnions.com shows how some credit unions conduct annual reviews — and why one credit union doesn't.
Employee development at Eastman Credit Union has always focused on continuous coaching and development.
In "Performance Management That Puts Staff In The Driver Seat," Callahan contributor Sharon Simpson shows how the credit union's latest cloud-based iteration encourages each employee to take charge of their own career by creating an online profile complete with a resume, key accomplishments, volunteer hours, interests, and goals.
Patriot Federal Credit Union has embarked on a new course in internal culture and collaboration, including changing how it evaluates employees and how employees evaluate themselves.
Starting in the second quarter of 2016, the Keystone State credit union replaced lengthy, pro forma annual reviews with quarterly, documented summations that begin with employees answering three simple questions:
What have I accomplished since our last coaching conversation?
The one thing I can do in the next quarter to bring the most value to Patriot is …
How have I demonstrated the credit union’s core values?
In "Changing The HR Culture One Coaching Session At A Time," the credit union's chief human resource officer Mike Dougal shares some thinking on the new endeavor at Patriot FCU.
As strategic planning season rolls in, consider what metrics will showcase the credit union to members, the board, and the community. Find out more in Callahan analyst Liz Furman's "3 Must-Haves For Every Credit Union Annual Report."
Employee evaluations, pay raises, and even whether to stay or go at Northwest Community Credit Union is now a collaborative journey that began with a newspaper article.
The 102,336-member institution has abandoned the traditional annual review and now uses the Active Performance Management (APM) program to improve the quality and frequency of its evaluations.
Formal annual reviews are fraught with problems, not the least of which is their natural awkwardness.
To see how Northwest Community uses a collaborative approach to staff reviews, read "A Credit Union Solution To The Dreaded Annual Review" by Callahan senior writer Marc Rapport.
Looking to improve the annual review process? Take a page out of Listerhill Credit Union’s playbook. Just don’t do it.
The credit union has never conducted annual reviews of its employees and has no plans to do so in the future, so says its vice president of human resources, Ann Davis. According to Davis, skirting the annual review altogether has become the trend in HR, and Listerhill has a reason to be ahead of that curve.
“Reviews are too objective,” she says. “If we can locate a purely objective review, then we certainly want to give it. But so far we have not seen a model that is 100% objective in nature.”
The 240-employee-strong Listerhill might not conduct official annual reviews, but it does have important conversations with employees. And it does so in two ways. See how in "Ditch The Overly Objective Annual Review" by Callahan associate editor Erik Payne.