Gain insights into performance management for engineering teams. Discover how to set clear expectations, design performance metrics, and provide constructive feedback to enhance team productivity and accountability.

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A manager is responsible for assigning tasks to the team members, keeping tabs on the progress, and analyzing their performance. A good manager must know their strengths and use them accordingly.

This course covers the essentials of performance management in engineering teams. You’ll learn the importance of setting clear expectations and the difference between individual and collective accountability. You’ll learn the importance of performance metrics and design them for your team. Next, you’ll explore ways to keep your team motivated and provide each team member with constructive feedback. You’ll learn how to decide when to let a team member go, including planning for a successor.

By the end of this course, you’ll have learned to apply processes and practices to monitor the performance of your team. You’ll be able to provide timely and constructive feedback to your team, including performance reviews. In addition, you’ll be able to balance a team with members having varying performances and competencies.

Effective Performance Management for Engineering Teams

Just having drafted the PIP doesn't mean that the employee is free-and-clear; now comes the time to "do the work." And while they're doing the work, you're checking in with them, on a regular cadence, to see how the work is going. You can could use your weekly 1:1 with the employee to do the check-in, but if HR wants to be a part of those check-ins, you'll probably want to set up a separate meeting to do that---you want your 1:1s to remain something that's between just you and your employee. (And, honestly, the employee would probably like to know they get some time with you that isn't 100% focused on their PIP.)

***Your participation in the PIP is every bit as important as your employee's participation in the PIP.*** If you don't review their progress regularly, you may as well start termination proceedings right now. This is the time when your employee needs your active participation the most, and if you don't go the extra mile to show that their success is important to you, then they're going to walk away from the process, concluding that you're a crappy partner. (And they'd be right.) Make these meetings a priority. Refuse meetings that would conflict with them. Move them only if your employee needs to move them.


Remember to actively participate in the process, providing constructive feedback and appreciation whenever needed. 

Review, review, review

Remember to actively participate in the process, providing constructive feedback and appreciation whenever needed.

Introduction

Overview of Performance Management

The Need for Clear Expectations

Accountability

Metrics

Motivation

Feedback

Performance Reviews

Corrections

Termination/Separation

Rewards

The Development of Talent

Conclusion

Review, Review, Review