Do you know what a performance review is? This is an HR tool that goes beyond analyzing the individual and collective performance of employees and their behavior. Performance appraisal
Through it, it is possible to give feedback on results, assess the level of effectiveness at work, identify talent , check employee productivity , among other points that will contribute to the development of measures and training programs to eliminate identified problems and ensure the expansion of the organization.
Several methods can be used to carry out the performance evaluation and if you want to know the main ones, keep reading this text!
And if you want to answer a specific question, you can go straight to the topics that interest you:
What is performance appraisal?
Performance evaluation is a tool used by HR, more specifically by the people management area, to measure the performance of employees or areas of a company . It can be carried out periodically according to the organization’s needs.
This methodology also helps to understand whether the employee is below, meets or exceeds the performance expected by the organization and, based on an analysis of hard skills and soft skills , that is, technical and behavioral skills, it is possible to draw up a strategic plan for according to the need of that employee or team, such as training, promotion, bonus, dismissal , etc.
In addition, the performance evaluation helps in a strategic vision for the company, as it highlights strengths and points for improvement, both with regard to each employee and with regard to the teams. That way, it’s easier to visualize ways to improve processes and generate more results. Performance appraisal
What are the objectives of performance appraisal?
Among the most common goals are development , improvement and innovation . The three points of attention generate different types of demands for the professional when they are broken down into goals.
These goals help measure progress and help guide the employee. Discover some of them below:
1. Development goals
Correspond to professional or personal growth. Here, you identify the employee’s potential and seek to promote the key skills to make it happen.
2. Improvement goals
These are the cases of correcting performance. This occurs when the reports show a performance below the expected standards and requirements, and HR must monitor the evolution of the indicators.
3. Innovation goals
It consists of creating new functions to increase productivity delivery. It is a determining factor for the company’s success, because, as the world is changing rapidly, organizations are constantly called upon to innovate.
4. Smart Goals
Choosing development, improvement and innovation goals, or focusing on another aspect, it will be important to establish appropriate levels of demand . The smart methodology can help a lot, as it establishes that the goals should be: Performance appraisal
- something clearly identifiable and particularized ( specific) ;
- measurable in quantitative or qualitative terms ( measurable );
- a level within the possibilities, strengths and resources of the recipients ( attainable );
- a really important factor for the company ( relevant );
- achievable within a period of time ( defined in time ).
By considering the five criteria, you will promote transparency in performance appraisals. After all, everyone will know what the expectations are, and they will be fair.
9 types of performance appraisal:
The tool is intended to assess the individual and collective performance of employees, behavior, respect for standards, alignment with business objectives, the value added by the professional, the achievement of goals, etc.
The aim is to reduce the distance between expected and existing performance. The reports are the starting point for changes , such as training, replacement of leaders and policies to strengthen the organizational culture .
There is, therefore, no single way to use or take advantage of measurements. It is important to use the different types of performance evaluation questionnaires and apply the ones that are most suitable at any given time. Below, you can learn more about the different ways to assess:
1. Matrix 9 Box
Commonly called the Nine Box, this performance and potential tool has been one of the most used by companies to develop successions and better plan changes in the workforce.
It is essential to promote better people management when your business needs to hire a new professional, replace someone who was promoted or identify and train new leaders. Thus, the 9 Box Matrix helps to assess the company’s talents, analyzing its performance during its trajectory and discovering its potential for the future. Performance appraisal
How to use the 9 box methodology
The 9 box assessment can be used from a performance management system that allows its application. It can also be done using spreadsheets.
Regardless of the choice, you will need to create columns with criteria that consider the potential of the employee (high, medium and low), aligned with three other columns about their performance (below expected, expected and above expected).
Once this is done, the use of the Nine Box effectively begins. In this table, the person responsible for the performance evaluation inserts the names of each analyzed employee in one of the “squares” of the table, according to their potential for improvement and possible promotion and with its current performance in the role in which it operates.
When you finish filling in the when, you will then have a clear idea of who are the professionals most ready to take on new roles and those who are not achieving the expected results.
It is a way of seeing the team as a whole, creating the possibility of promoting an action plan to improve overall performance.
2. Performance self-assessment
This is a type that can be very beneficial if you already have a mature team engaged in improving results. In addition, it is an excellent way to make employees feel that they are an important part of the improvement processes intended by management to achieve the expected results.
In the self-assessment, the employee is encouraged to list their weaknesses and strengths . In a second step in the process, he discusses this self-analysis with his leader. Thus, together, employees and managers can look for solutions to eliminate possible bottlenecks and improve processes. Performance appraisal
The use of this tool is a stimulus for professionals to reflect on their performance, promoting their self-knowledge and offering them the chance to show their degree of maturity and their ability to understand the feedbacks passed on by the management towards continuous improvement.
A point of attention for the Human Resources team is to verify the impartiality of the employee and their leader at the time of analysis. It is essential that the dialogue is transparent and that the results are not only the result of meeting the individual interests of the professionals who participate in the self-assessment.
3. Team evaluation
While individual assessments aim to develop each employee’s potential, team assessments are essential for you to gain insight into how joint efforts are capable of impacting the company’s results.
Based on it, management is able to see how the group is aligned and find out how it can promote more exchange of knowledge and experiences among employees, increasing the chances of achieving the expected goals. In team assessment, what you should focus on is basically communication and relationship .
4. 180º performance evaluation
The 180º performance evaluation is a traditional way, in which the employee’s individual performance is verified by his/her direct manager , who closely monitors his/her routine tasks. Among its benefits is the guarantee of standardization in the analysis criteria, which allows everyone to be evaluated on the same topics.
However, if the relationship between leader and subordinate is not very good, impartiality in results may be compromised. Friction and conflict can detract from the objectivity of the measurements, leading HR to make mistakes.
One way to minimize the problem is performance appraisal calibration . Based on it, all reports are submitted to a committee composed of the people manager, HR representatives and professionals from different hierarchical levels.
The idea is to analyze the criteria used by leaders to make the level of demand more uniform and avoid contamination of the reports by personal problems between the leader and the subordinate. Performance appraisal
5. 360º performance evaluation
The performance evaluation 360 is widely used in large enterprises. Through it, all professionals, regardless of hierarchy, can be appraisers and evaluated. This tool allows the employee to be evaluated by himself, by his superiors and peers/collaborators .
Consequently, we arrive at a complex analysis that allows for a clear identification of many variables that influence the production of results. After all, the different perspectives complement each other for a more accurate report.
The success of the method depends on guaranteeing the anonymity of the evaluators and requires a high degree of maturity from those involved , ensuring everyone greater privacy and freedom to measure the performance of colleagues and leadership.
Thus, there is true and impartial feedback and suggestions for strategies to create opportunities for changes in attitudes that result in the improvement of the behavior of the team and superiors.
6. Competency Assessment
In this case, the competence is divided into two parts:
- behavioral: closely linked to the behavior of the employee (proactivity, commitment, teamwork, interpersonal relationships, among others);
- technical: mode that varies according to the position and function, but the analysis must always be based on the company’s core activity (specific knowledge in software, machine, equipment, etc.).
If what you need is to find out what are the necessary competencies for a specific function or for a sector of the company, then this is the tool that should be used. From there, the manager will be able to focus the analysis on what really matters to him. Performance appraisal
For this, it must determine which parameters will be used for the diagnosis and establish goals for employees. Thus, you can assess your skills techniques and behavioral (ability to teamwork, proactivity, etc. engagement and specific knowledge to perform its function, specifically).
7. Evaluation by objectives
Created in the United States in the 1950s, analysis by objectives is one of the most effective in promoting a sense of belonging in the team. This is because, in addition to carrying out the performance study itself, employees are responsible for establishing the measures that are necessary for the results to be achieved.
This means that professionals must outline goals to be achieved and a timetable for this to occur. Therefore, they are the ones who do:
- reviews of achievement of goals;
- the analysis of how they are acting to achieve the expected results;
- the directions they must take to increase their potential within the company.
8. Graphic scale
Graphic scale is probably one of the simplest ways to promote performance evaluation in a company. For this reason, it can be considered one of the most traditional tools.
It is a table in which, in a column, the skills to be evaluated will be lined up, such as creativity, punctuality, teamwork, attendance, among others. In the other columns, values for each skill will be inserted. They can be divided, for example, between excellent, good, fair, bad and terrible.
If you prefer, you can use a numerical scale, with grades from zero to five or from zero to ten. This simplicity is its greatest advantage, but it can also be considered its weakness: after all, there is a limitation in this type of assessment, as it does not allow for a deepening of the issues that must be improved in the performance of each one. Performance appraisal
In any case, it can be used as a starting point for other types of performance analysis . The graphic scale can be, for example, a good ally in the 360-degree assessment, enabling the crossing of information obtained with the use of the two tools.
9. Leader evaluation
Finally, and not least, it is essential that the company also promote the analysis of its leadership. For managers, feedback from the team can be the way to understand if their performance is effective in guiding employees towards the expected results for the success of the business.
In this case, the team will answer questions about the performance of their leaders. They will also be analyzed by their superiors, being able to obtain a more complete view about their work and which points should be improved.
How important is performance evaluation?
Appreciating the performance of employees is not just a formality. For some time now, the number of processes that demand information about the people in the organization to be properly planned has been growing.
The most obvious is human training and development . Qualifying requires knowledge of current performance levels and monitoring the evolution of these levels as programs are implemented.
Another reflection of performance evaluations is seen in the distribution of rewards , because whoever has the best performance accesses the best benefits, such as bonuses, awards and opportunities.
The advice is also aided. By identifying an employee’s potential or weakness, HR can provide guidance on the best way to evolve and increase added value for the company.
There is also the importance of enq performance uanto p critical ressuposto business strategies. It sounds complicated, but it isn’t. Without performance, the company’s plans do not prosper. The best sales planning doesn’t hold up against bad salespeople , for example.
Finally, it is worth mentioning the processes initiated because of the performance reports. It is in performance that the effects of wear and tear on the organizational climate, of leaders who need to be replaced, errors in the mapping of HR processes and investments in people are investigated . Performance appraisal
How to choose the type and method of valuation?
A well-defined objective will give clarity on which of the available options should be used. After all, the type and method must be consistent with the purpose of the analysis.
Type of assessment
First and foremost, the option requires consideration of which people should be appraisers and appraisers . After all, the process can include the employee, the team, the leader or even all together.
Choose between self-assessment, 180 degrees, 360 degrees etc. it also requires an analysis of internal conflicts and the level of maturity of professionals.
Think of the evaluator function as a power. The less certainty about the impartiality and balance of the person responsible, the more mechanisms to divide the conduct of the process and avoid biased results must be on the agenda.
Among the most common issues is confirmation bias . From there, the evaluator will focus only on the information and events that corroborate his initial opinion. If the leader does not already recognize the competence of an employee, there is a risk that he will only seek data that confirm this concept.
Another risk is the halo effect. Here, the error lies in drawing conclusions from a single feature. Imagine a team member particularly skilled or deficient in their communication, this can positively or negatively affect the analysis of other competencies.
There is still the most linked to conflicts and friendships in the workplace, the affection bias . In this case, even if unconsciously, the diagnosis is hampered by the proximity and relationship between the evaluator and the person being evaluated. Performance appraisal
The choice of method is decisive for creating the evaluation history and for making the performance measurement more accurate. At that moment, the definition of the research parameters and the way in which the information will be collected takes place.
Traditionally, evaluators use a form based on two columns. In the first, the analysis criterion is noted; in the second, the professional’s performance. The idea is to obtain a degree of performance (excellent, good, fair, bad, terrible) for each of the parameters.
The graphic scale is replaced by lists of phrases about the professional’s performance. For example, instead of rating from 0 to 5, the form would ask you to mark the sentence that best describes the employee’s behavior: “seldom absent from work”, “sometimes already absent”, “frequently absent”.
The third possibility is more focused on the qualitative aspect. In it, HR conducts a series of workplace interviews and gathers the perceptions of key people for the result, usually with more open-ended questions.
The modality provides more complete feedback, but requires additional work to transform the responses into statistical data. Unlike scales and forced choice, in which it is possible to quickly transform the result into numbers, interpretation of the answers is required.
Participatory evaluation by objectives
APPO corresponds to the attempt to create a more democratic model.
- definition of consensual goals between manager and employee;
- negotiation of the availability of resources;
- professional performance, that is, the strategy and means used to achieve the result;
- monitoring of results in self-assessment or with the assistance of the manager;
- intensive feedback with constant improvement from the information obtained in the monitoring.
Key Performance Indicators
Performance is objectively evaluated by final or instrumental statistical results. For example, salespeople are often compared on the number of sales, conversion rate of leads to deals, average ticket, and so on.
Nowadays, there are several performance indicators. The choice of numbers to be followed will depend on the objective of the survey and the positions evaluated. It is possible to use KPI’s of competence , industry results, customer satisfaction and many others.
In order for everything to go as planned and the objective of the analysis to be achieved, it is important to create processes . The organization provides greater predictability in terms of meeting deadlines and allows for a clear follow-up of the work flow. Performance appraisal
Performance appraisal model: step by step
The first step in making this assessment is to understand the measurements as cyclical events. Within a pre-established period, month, quarter, semester, year, etc., HR returns to the process and, little by little, creates a history of the company’s professionals.
Therefore, to structure the management processes, it is necessary to choose a model that, with each application of the surveys, makes the measurement more adequate to extract the information needed to make decisions . The suggestion is the PDCA cycle.
The first step is the planning of the process, which includes both the definition of the analysis and practical issues, schedule, budget, resource allocation, responsible etc.
The second is the execution of plans, that is, concrete actions to take what was established off the paper.
The next step is to monitor the progress of activities to ensure compliance with the guidelines and identify errors and successes.
Act or adjust
The last part of the circuit is working to correct mistakes and standardize successes, as well as feeding future plans with information to promote improvements.
The ideal is to reiterate the management steps during the process and between processes. In the first case, there is an attempt to adapt actions as unforeseen events occur. In the second, the lessons learned in one diagnosis are used in the next. Performance appraisal
How to perform an employee performance evaluation?
Now that you know what it is, what the goals are, the importance, the main types of performance analysis, and you also know the main model used in the market, it’s time to understand how this whole process happens in practice — in all the details.
1. Plan and set goals
The beginning includes setting expectations , goals , work, responsibilities and tasks . There are different tools to organize this information and the ideal is to divide the planning into stages.
The simplest methodology is the 5w2h . The acronym is a reference to English language pronouns— What, Why, When, Where, Who, How and How Much .
Based on questions such as “what”, “why”, “when”, “where”, “who”, “how” and “how much”, it is possible to visualize the information clearly and assemble an action plan.
In this particular situation, the essential questions are:
- What will be evaluated? Define the objective of the performance analysis — whether it is to understand the results, means employed, competencies, critical assumptions for success, etc.
- Why will it be rated? Establish the motivation—whether it’s offering rewards, promoting layoffs, planning training , succeeding leaders, advising employees, etc.
- When will it be evaluated? Choose the start and end date on which the performance will be evaluated, as well as the timetable for gathering the information.
- Where will the assessment take place? Choose the sectors and people covered by the process.
- Who will carry out the assessment? Define which people will be responsible for the study and who will be coordinating the process.
- How will it be evaluated? Define the type of analysis and the most suitable method to obtain the necessary information. Afterwards, think about how to give feedback on the results
- How much does the assessment cost? Make a budget of the project’s estimated expenses.
From the outline given by 5w2h, it is important to go deeper into the topics and apply specific techniques so that the plan takes shape and becomes increasingly clear. Performance appraisal
2. Design the evaluation form
The writing of forms is always an association between question and answer . On the one hand, there is the question, criterion or competence to be assessed; on the other, the evaluator’s assertion, degree, or estimate. No wonder, the most common formatting is a table with two main columns.
The uniformity of the forms is essential. Imagine, for example, the migration from self-assessment to 360-degree assessment, if the employee’s performance deteriorates, is this caused by a change in performance or in the way of measuring?
In this regard, pay attention to the conversion of open and closed responses. Sometimes it is necessary to categorize the report of an interview to define whether the result was positive or negative. The task requires parameters so that the same answer is not good for one and bad for another. .
Put clear and concise information
The forms cannot generate double interpretation and must privilege short sentences to clarify questions and answers. The key is to stick to the essentials to answer HR’s questions.
Also remember that performance diagnosis must be practical and objective.
Divide the questions into categories
A good writing practice is to create categories and break down sub-items for the items. To assess the employee’s soft skills , for example, the form can present a series of specific skills, such as teamwork, communication, resilience, attendance and discipline.
This option is very suitable in the case of longer evaluations.
follow the checklist
The elements vary depending on the type of analysis and the methodology used. However, that doesn’t stop you from creating a checklist with the most common items so that you can orient yourself and write a form. See the step by step: Performance appraisal
- header: name of the company and the department responsible for the analysis.
- title: type of diagnosis chosen (Participatory Evaluation by Objectives – APPO, for example).
- identification of the appraisee : name, position and department of the appraisee.
- evaluator identification : name, title and department of the evaluator, if it is not an anonymous evaluation.
- instructions: brief description of how to carry out the analysis according to the chosen methodology.
- questions and answers: indication of the items to be evaluated and the possible answers, usually in two columns.
- evaluator’s comments : space for the evaluator to make notes on the answers given, if HR deems it pertinent.
- evaluation result: indication of a place for later annotation of the result, which can be a grade, an index, the mention of approval or disapproval, etc.
- authentication: date, location and signature of the study participants, except in the case of anonymous evaluations where the ideal is for HR to authenticate.
The form does not have mandatory formatting, and it is up to HR to define the best way to organize and display the information. When in doubt, bet on a table, placing each item mentioned on a line and always allocating the necessary space to enter information.
Choose the types of questions
In addition, the question and answer fields make up the body of the performance appraisal form. In practice, this is the part that changes according to the methodology and type adopted in the process.
- Discursive questions : widely used in interviews, this form contains a series of questions for the evaluator, who give discursive answers. The examples are the most varied: Performance appraisal
- “How do you assess the participant’s participation in the task?”;
- “Why was the performance satisfactory or unsatisfactory?”
- Objective questions: The second option is more common because of the ease of conducting performance analysis. The form has predefined answers, check some below.
- From zero to five, how would you rate the following items?
- initiative: 1 ( ), 2 ( ), 3 ( ), 4 ( ) or 5 ( );
- teamwork: 1 ( ), 2 ( ), 3 ( ), 4 ( ) or 5 ( );
- subject: 1 ( ), 2 ( ), 3 ( ), 4 ( ) or 5 ( ).
- Scales: the s forms start to perform comparisons based on degrees of proximity and distance.
- From 0 to 5, as for the employee:
- accept changes ( );
- accept orders ( );
- takes the initiative ( ).
- Checklist: the s checklists help in time to collect the data to compose a report. As the evaluation is often based on KPI’s, the form facilitates the work of the evaluators. See an example below.
- Sales indicators:
- potential customers approached ___;
- scheduled meetings ___;
- sales amount ___;
3. Collect the information
This is the time to apply the survey by the evaluators within the established timetable. Everything we brought in the planning and preparation stages of the form will be applied here.
As it is a stage that varies a lot depending on the type of methodology and questionnaires adopted, we will not go into it that much — even because if you followed the previous steps, you will have the necessary structure and support to collect the right information in a smooth manner. Performance appraisal
4. Make a documentation
Documentation corresponds, in addition to forms and reports, to the work flow, which is important to separate the effort already made from the following steps. The objective is that any qualified professional can proceed with the process, consulting the HR records.
Physical, electronic or hybrid support
The first decision to be taken concerns the employee environment. The more digitized, the easier it will be to visualize and cross-reference information. Thus, it is important that, at least, the process management takes place by software, even if the forms are printed.
Performance forms and reports are documents of administrative value because they help with consequence management. Therefore, the archiving must take place in a place that can be easily consulted later, with the transfer to the archive being carried out when the professional leaves the company.
In this sense, HR management software can solve the problem by centralizing information in a single location. The technology makes the entire performance history available to managers whenever necessary.
The steps to document the performance analysis are relatively simple. Initially, the physical or electronic forms must be made available to the evaluators who, after completing the process, submit the reports to HR within the stipulated period.
In turn, HR must update the progress of activities, demand that tasks be carried out, and gather all information. In the end, it will also be up to the department to choose the format and data to be made available to the evaluated. Performance appraisal
5. Calibrate the assessment
It is natural that some assessments contain small mistakes, criteria weight problems and others, especially when applied for the first few times. Therefore, it is essential to submit the reports to a committee to assess the criteria used.
This committee can be composed of other team leaders, depending on their type, or members of the Human Resources team itself. The idea is that people who were not directly involved in the elaboration of the questionnaire and its application have a moment to analyze the results and point out what is not coherent.
6. Give feedback
The return on the performance obtained must be enough to recognize the work well done and generate self-criticism about the points of improvement. No wonder planning feedback is as important as the assessment itself. Take the following precautions!
Bet on visual elements
The starting point is to give the report a format that increases the professional’s understanding of their own performance. Today, even in simpler software such as text editors, it is possible to quickly transform a form into graphics and performance curves.
Feedback must point out exactly the positives and negatives, without generalizations. Also, beware of statements that can be taken personally and look for options to help improve performance, if any.
Address issues directly
It is not always an easy task to give feedback on an employee’s performance. Still, the best way to approach the problem is to get straight to the point. Running away from the subject during the meeting will only increase the subject’s anxiety, who usually already suspects what the outcome of the evaluation is. Performance appraisal
Set the communication mode
You should also be concerned about how to deliver the result. Will it be a meeting, sending the report with written feedback, calling a leader and collaborator together?
Don’t forget that you perform People Management in this process. Try to analyze power relations, potential conflicts and ways to preserve the person evaluated against constraints when defining communication.
Define a plan for change
The givers of feedback should look ahead. The appraisee’s mistakes need to be seen as opportunities for improvement, negotiating a plan to correct the performance. Self-criticism and commitment to change are sought.
7. Manage consequences
Application of results in training programs, distribution of rewards, promotions, calculation of employee lifetime value , counseling, promotion of the company as an employer brand, etc.
From the steps presented, the preparation of forms, the collection of information, documentation and calibration take place during the process. The others are posterior or anterior.
To learn more about the world of HR, listen to HR Unfiltered , a Gupy podcast on the culture of innovation and human resources strategy. Performance appraisal
How to avoid mistakes and improve this process?
As it is very important for designing strategies that will meet various business needs, it is essential to take steps to ensure the best results. Discover some of them below!
Clearly define goals
The main objective is to assess performance and, thus, improve the quality of services provided by employees, staff and company. So, make this clear when applying the assessment.
- results: what is intended to be achieved in a certain period;
- performance (in the strict sense): behaviors and means used by professionals in the search for results;
- skills: hard skills , soft skills and behavioral profile contributed by the employee;
- critical success factors: fundamental elements for business goals and strategies.
Note that the different types of performance analysis are tailored according to the defined objectives. For example, a self-assessment can have as a parameter a critical success factor or a reflection on professional competence.
Value for transparency
Write down all roles for all employees. Describe in detail the activities they must carry out in order not to charge for what was not demanded, but only for what is fair. That way, it’s easier to avoid conflicts.
In short, reaching the goal is not enough, the way employees feel about the process is fundamental . If the criteria are transparent and the result impartial, the professional will be more encouraged to promote changes.
This care is important because evaluation is not an end in itself. The more you facilitate the next steps, the greater the added value for the organization in the long run.
Seek help from tools
There are some tools available on the market that can help a lot in identifying the performance of employees, bringing excellent results. Of course, the most suitable one will depend on the business needs. Performance appraisal
As an example of one of them, we can mention the Badges . It is about symbolizing the milestones achieved by the employee, such as performance improvements, skills acquisition and productivity levels. The dynamic is typical of today’s video games, where player achievements are represented by digital medals.
In the process, also take care of the applied technology . Good software will make it easy to inventory the strengths, weaknesses, and results of teams, and organize reports to form a visible history of employee performance.
Finally, keep an eye out for the growth of People Analytics . Many companies have migrated to a fully or partially scientific research model. Starting from a central question, which can be about human performance, there is the collection and analysis of statistical data to arrive at the answers.
Make proper use of the assessment
It is important to use the assessment to encourage employees . They need to know the measurement results. Therefore, draw up some goals based on the ideal growth of each one, granting some kind of prize to those who exceed expectations.
Another important point is to investigate the causes of the problems presented. There are situations in which bad reports have more to do with the environment, quality of life at work , cultural fit or leadership than with the competence of employees, for example.
So, don’t rule out the possibility of seeking additional information, using People Analytics, organizational climate surveys , culture assessment, etc.
It is in the post-assessment feedback that the result of the entire performance analysis procedure is given. It is not possible to seek improvements without having information about the obtained grades . Therefore, the company needs to pay more attention to this act and, as a result, proceed with the Individual Development Plan (PDI).
A good practice is the one on one meeting between the leader and the employee. In it, the professional can present an action plan to generate the necessary changes and evolve in future reports, with the leader being responsible for verifying whether the strategy makes sense and proposing alternatives.
The advantage of this approach is the bet on the professional’s greater commitment. By participating in the decision , the person is expected to recognize the opportunity and dedicate themselves to achieving the proposed goals.