Page 405 - The Handbook for Quality Management a Complete Guide to Operational Excellence

392 M a n a g e m e n t o f H u m a n R e s o u r c e s R e s o u r c e R e q u i r e m e n t s t o M a n a g e t h e Q u a l i t y F u n c t i o n 393

• Review responses.
• Summarize the data into a printout.
• Discuss the summary with the assessee during a feedback session.
• With the assessee, write a memo of understanding (a joint agreement
on the significant points made by respondents) and a summary for
the personnel office.
• With the assessee, create an individual growth and development
plan.

• Conduct a follow-up 1 year later.
The person who fills the role traditionally filled by the “boss” in this
boss-less process is the confidant. The confidant is the person who con-
ducts the survey, reviews the responses, and helps create the memo, sum-
mary, and development plan. This individual, a respected peer of the
assessee, attends a 2-day certification program. The training focuses on
the process, the administrative activities associated with each step, the
skills of objectivity and joint decision making, and the format and guide-
lines for creating a development plan. Affirmation and mutual respect
are stressed throughout the training, as well as the need to protect the
anonymity of the survey respondents.

Use of the Boss-less Review in Any Organization Fitzsimmons offers the
following guidelines for using this peer review process for performance
evaluations with any professional:
• Create a process that will enable each professional to learn how his
or her behaviors are viewed by customers.
• Focus on professional behaviors exhibited by top performers that
are validated through testing.
• Gather information, as rated by the customers or constituents of the
profes sional’s work, on that person’s behavior through a general
sampling method ology that assures respondents’ anonymity.
• Use a peer, trained in coaching skills and the administrative
procedures, to oversee the process, conduct the assessment review,
help create a growth and development plan, and conduct the
follow-up session.
• Ensure confidentiality throughout the process by storing the
information in a special file and limiting access to only certain
individuals. This helps build trust and confidence in the process.
• Involve professionals in the decisions that affect them. Allow
them to validate the behaviors on which they will be assessed,
to review the sampling process for respondents, to participate

20_Pyzdek_Ch20_p381-398.indd 392 11/9/12 5:31 PM