Presidential Performance Appraisals (1): George Washington

The White House at night

In honor of President’s Day, I thought it’d be fun to take the Performance Appraisal process to the West Wing.

Each day this week, I will be discussing the art of communicating performance reviews while applying the theme of my favorite February holiday: President’s Day.

This series of posts will lead you through the performance review process by appraising several US Presidents. Please excuse any anachronistic references and the general impossibility of the task at hand.

Which President would you like to see subjected to a Performance Appraisal? And what would you say to them if you were appraising their performance? Please get in touch and let me know!

Goals of Presidential Performance Appraisals

Prudent employers should always try to recruit and retain two-term Presidents wherever possible, and release those who are considered impeachment risks. In order to achieve these goals, performance appraisals (whether stellar or poor) should be conducted on a regular and timely basis (i.e., perhaps every January 20) and in a fair manner.  As with any paperwork related to personnel actions, performance appraisals should be properly documented.

Appraising George Washington

 

George Washington.pngGeorge is the “Father of His Country,” the epitome of a Top Performer.  He has utilized his status as a decorated war veteran to enhance the cohesion of the overall team, and repeatedly receives the full support of his co-workers (getting the Electoral College to unanimously agree on anything is quite a feat). You thank George for his contributions, and celebrate his successes. You allow George the opportunity to discuss his achievements during the appraisal process.

In a subsequent and separate conversation regarding enhancements to George’s total rewards package, George confides that a competitor had tried to poach him with offers of a different title (“King”) and significantly enhanced perks (no taxes).  However, George explained that the training and leadership opportunities he had received as part of the organization’s succession planning, combined with his personal investment in the success of the venture, retained him as an employee.

Check back tomorrow for the second post in the series Presidential Performance Appraisals!

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