Many organizations use employee observations to uncover ways to improve employee performance. This is often done in an attempt to improve an individual’s poor performance or to uncover methods that set one employee apart from the rest; with the intent to train others on how to do “x”. This process is called critical incidents and when conducted properly it can be a very powerful tool for improving performance. Unfortunately, many sales managers and others engaging in this practice are doing it wrong.

As discussed in a previous article critical incidents should be used when conducting a thorough job analysis. Job analysis should be conducted every year as job requirements and KSA’s change often. Critical incidents are one powerful tool for uncovering the true behaviors that drive performance and the associated skills needed for success. This is why critical incidents can be used for both job analysis and as a performance improvement tool.

Mistakes to Avoid

Don’t Trust Yourself

No matter what you think, do not trust yourself. Just because you did the job a few years ago do not assume automatically that you have a handle on the behaviors and skills necessary to perform the job today. KSA’s will change as technology changes the way we do business and at a much faster rate than you would believe. The software might have changed since you performed in this role. The products and KPI’s might have changed as well. The small things that are often overlooked can add up to major changes in the behaviors necessary for successful job performance. Do not trust yourself to simply know what needs to be done; perform the critical incidents observations fully (discussed in a moment).

Trusting the Incumbent

Do not rely on the incumbent for accurate feedback. Many find it hard to believe, but the incumbent often does not know what behaviors exactly lead to their own success. If they did, assuming they wanted to improve, then you wouldn’t have to conduct a critical incident observation to improve performance. They would just improve on their own, right?

For instance, the fact that they can type 80 words a min might not ever occur to an employee as to the reason why they sell 2 more units a day when compared to their peers. The fact that they type faster than their peers, completing transactions faster, means they turn over customers quicker and therefore catch more customers on the floor or spend more time cold calling etc. The small behaviors and the associated KSA’s are often dismissed by individuals when attempting to self-access. I am not saying do not use incumbents. I am saying use incumbents, but do not rely on their self-assessments alone; conduct the critical incident observations fully.

What You Should Do

Conduct Several Observations

Conduct 100’s or maybe even 1000’s of observations. You won’t be able to fully uncover the small details of behavior by conducting only a few observations. You need to conduct many observations if you are to uncover the necessary behaviors that lead to exceptional performance. Conduct many and do so on both poor performing employees and exceptional performing employees. Doing so will give you a great deal of data.

Create Anecdotes

Creating anecdotes will help you put things into context for later review. It also helps you organize your thoughts and information. You should not attempt to do such observations over a few days (which many do in preparation for upcoming performance evaluations), but you should do them over the course of many weeks or maybe even months if time permits. Yes, it’s time-consuming, but what is more valuable than improving employee performance? Time well spent I assure you.

Anecdote example: John greeted the customer at the door, he was wearing his name tag, he was in dress code with his shirt tucked in. The customer was frustrated at first interaction, but John did not rush to his desk. John continued to discuss the matter in a professional and upbeat tone while standing in a relaxed posture, versus being at his desk or behind the counter, which creates a barrier.

Once you have your data or anecdotes start looking for similarities. If you notice that customer complaints seem to be less with certain behaviors, or performance improves when we do something earlier or perhaps later in the sales process (you mention the warranty early in the sales process versus later etc). Create a spreadsheet or checklist of all the consistent behaviors, both good and bad that you believe impact behavior and associated outcomes. With checklist in hand really start observing employee behaviors and taking notes as to how often these behaviors occur or do not occur. The preceding statement and the anecdote portion of critical incidents should be done as events occur. Do not try to recount something that happened months ago or even yesterday; it will not be as accurate as on the spot note taking.

Do not do it Passively

You cannot do this passively. You do not have to necessarily conduct observations every day, but when you do you must do so actively and intentionally. Like all things, doing them halfhearted will get you half measures. When it comes to your performance improvement or creating a solid candidate profile you cannot afford half measures.

Job analysis and performance improvement are both improved by solid and strategic use of critical incident observations. Many organizations do not take the time to engage in thorough critical incident observations or training supervisors on strong techniques for using this process. A few key mistakes that can be easily avoided are: trusting yourself, and trusting the incumbent. When conducting critical incident observations, we should keep in mind to: take notes, create anecdotes, do so intentionally, and conduct several observations. Doing so will vastly improve the outcome of your job profile or performance improvement process.