{"id":20888,"date":"2013-08-01T00:00:00","date_gmt":"2013-08-01T00:00:00","guid":{"rendered":"http:\/\/global2020prd.wpengine.com\/insights\/appraisals-in-a-matrix-part-4\/"},"modified":"2020-06-08T08:09:09","modified_gmt":"2020-06-08T08:09:09","slug":"appraisals-in-a-matrix-part-4","status":"publish","type":"post","link":"https:\/\/www.global-integration.com\/insights\/appraisals-in-a-matrix-part-4\/","title":{"rendered":"Appraisals in a matrix, part 4"},"content":{"rendered":"

Continuing our\u00a0appraisals in a matrix series<\/a>.<\/p>\n

Who should evaluate performance?<\/h2>\n

The simple answer is “the people best placed to observe it.” It is useful to have a list of individuals prepared to give you objective feedback on your performance. If your company has a 360\u00b0 feedback system, this can be an excellent tool for people working in a matrix.<\/p>\n

Having a single manager evaluate your performance is one of the least valid ways of getting a rounded view of your task, particularly if you spend a significant portion of your time working on virtual teams for other people.<\/p>\n

A matrix should<\/em> help by getting more people involved in the process.<\/p>\n

Where are the additional challenges for the individual?<\/h2>\n

If you are an individual with more than one boss, you may be the only person with a full understanding of your role.<\/p>\n

We suggest that you take a much more active role in soliciting feedback and making sure that all aspects of your performance are recognised. If you think something is missing then you should be the most motivated person to fill the gap. Keep any objective feedback you receive during the year in a file for the reference appraisal time.<\/p>\n

If you think the people most able to comment on your performance are not represented in the appraisal process, ask them to be included – or collect the feedback yourself and feed it into the process.<\/p>\n

When we are working with colleagues in distributed organizations, and perhaps our bosses are in different locations, then “out of sight” can easily become “out of mind”.<\/p>\n

Evaluation of performance and potential is a blend of performance, image and exposure.<\/p>\n

Why not create a map of the key stakeholders who are important to your career and make sure that you interact with them sufficiently to be visible. This is not about becoming a ‘corporate marketeer’, \u00a0but \u00a0is about looking for natural opportunities to make sure people know what you are doing.<\/p>\n

What’s been your experience? What’s worked and what hasn’t? Do share your experiences in the comments space below.<\/em><\/p>\n

See an interactive graphic of our matrix management learning path<\/a> and module contents.<\/p>\n

 <\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Continuing our\u00a0appraisals in a matrix series. Who should evaluate performance? The simple answer is “the people best placed to observe […]<\/p>\n","protected":false},"author":4,"featured_media":24080,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-20888","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","type-blog","training-matrix-management"],"acf":[],"yoast_head":"\nAppraisals in a matrix, part 4 - Global Integration<\/title>\n<meta name=\"description\" content=\"Continuing our\u00a0appraisals in a matrix series. Who should evaluate performance? The simple answer is "the people best placed to observe it." 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