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Joel McKnight




  • 11534 Rank

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Published on: 22 May 2018 by joel

When You’re Company Critic

It can be really hard to tell people at work that
they’re not doing so well. It can be even harder to tell them that they are
definitely doing something wrong. The moment anyone says anything negative
about someone else’s work is the moment conflict can arise in a company, and
then disaster can strike. However, it is a necessary evil, when you’re the
company critic. I have to serve as the company’s performance manager and
reviewer, so I’m the one who has to watch over the performances of every other
worker in the company, administration included. The only difference between
administration and regular staff to me is that I have to submit my reviews to
administration as information for their executive decisions. Still, I’m rather
new to the position, and I want to get better at this job before I blow it for
someone in the company. I took a gander around the Internet, hoping to find
some way to practice effective performance review. A lot of what I turned up
was just small articles with helpful tips. These articles were useful, but it
didn’t offer all the content I needed to comprehensively learn how to review
and manage company performances. That is, until I found something besides an
article: Paramount Training and Development.


It caught my
eye. Why would a company about training pop up in my search results about
learning performance management and review? As it appears, they have a training
course specifically for that, and for hundreds of other topics based on the
corporate discipline. I mulled it over. A training seminar at this time would
not be inconvenient, since I had a few days of leave to spare, and if it was
really just the one day like they were advertising, then I would still have
plenty of leave to spare, and I could also solve my performance skill crisis
for about $490. What else could I learn about them? Well, they apparently also
offered these training seminars online, but these were solely one-on-one with a
personal online assistant. Both forms of the seminar offered a professionally
licensed and experienced mentor, but the seminar was typically in classroom
format, so odds were good that I would not be the only one attending. The
seminar was meant to be in Canberra, one of the many states Paramount can
cover, besides Adelaide, Brisbane, Parramatta, Perth, Melbourne, Sydney, Gold
Coast, and Darwin, and held in two days, at 10AM.


As I was
enrolling, and offering my payment, the clerk also offered me a customisation
service. Intrigued, I asked what it was, and the clerk told me that all courses
of Paramount were open to customer modifications, meaning I could change
whatever I thought needed changing in the course’s curriculum and content. I
decided not to modify anything, though. I wanted to see how Paramount would
handle the client’s training experience without my interference. In a couple of
days, there I was in the classroom with about ten other people who were also
enrolled in Performance Management and Review. The mentor who stepped in
definitely seemed like a professional man; nice jacket and tie, and the
credentials definitely matched. On top of a teaching license, he also seemed to
have plenty of experience as a company critic too. He taught us the many ins
and outs of being in charge of managing team performance, one of which was
quite simple. All we had to do first was figure out the company objectives, and
align performance rubrics with that. After all, if the company does not know
what it wants from the employees, how can it judge their performances fairly? I
took notes on that, and listened intently. This was good stuff. Paramount was
definitely not disappointing. Another thing he pointed out is the availability
for skill development in the company. As performance manager and reviewer, you
absolutely can’t just tell them they’re doing something wrong and hope that the
employees figure something out. It’s your responsibility as manager and
reviewer to provide opportunities for growth, and give options to keep getting
better at the job, with due compensation, of course. He also stressed compensation.
If your employees are doing a good job, compensate them fairly for it. Be
generous, and not only will it give them incentive to keep trying hard, it will
give them reason to be loyal to your company, and that is something you want if
they are skilled at their job.


At the end of
it, I left much more enlightened, and confident I now knew what I needed to so
I could rock the performance management and review job. When I returned, I
sought to apply the principles at work, and it actually worked! When I started
being more specific about what I wanted from them, through establishing what
the company wanted, they started doing better work, and they understood more
what it is they were meant to be doing. When I gave opportunities and options
for them to right what they did wrong, we suffered a lot less than when we told
them what was wrong and expected them to know what to do. When people were duly
compensated for their work, and not the hours they spent in the office, more
things got done, and more people came to work for us.


All in all, I
had a fantastic time taking the course at Paramount. I highly recommend it to
anyone who wants to improve their company or themselves, and benefit from the
learning later. Performance management and review was a critical part of my
career, and my learning really helped the company get moving forward, and
upward through the rankings. I even got personal benefit out of it by learning
how to manage mistakes I make, or the ones my family and friends do. If you
want to learn how to improve your corporate discipline and your personal life,
accept no substitutes. Paramount is the place to be.

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