Calibration

Calibration is one of those things that organizations go through to ensure their workforce is optimized or running as productively as it can. This usually happens on an annual basis as part of a review cycle.  Organizational leaders during calibration undergo a formal process of evaluating each team member reporting up through their organization and evaluates them on several areas, such as performance and long-term potential with the group or company.  (Note: This will vary depending on what a company finds as valuable.)

What also happens in calibration is that individuals in similar career bands are compared so entry-leveled employees aren't compared to ones that are more senior.  Moreover, companies might go so far as to compare developers with developers or managers with other managers. 

Each company will typically have a grading scale and specific criteria in which they will have for their employees and once their evaluations are complete each individual in the organization will have a composite score. The scores can then be analyzed statistically placing individuals in categories, which oftentimes the category individuals fall in are used for incentives and rewards. 

For example in one model that exists, individuals will either fall in the lower 10%, indicating lower than average performance and lower than average contribution, in the middle range (70%) indicating individuals meet performance requirements and have a satifactory contribution to their organization and lastly in the top 20% of the range. These individuals are top performers with higher-potential for opportunities and promotions.  As you can see, most individuals would like to avoid being in the lower 10% as it could determine actions taken against you or you could see your career slow down or lessening opportunities for you.

You might be wondering what are tips to score high or to avoid low calibration scores.  Here are some to start:

• Talk to your manager and check in periodically on your performance. Since Calibration happens within management, it's good to know what your manager is going to say about you during that process.  Remember other managers have individuals that need to evaluation too.
• Performance is not a one-day event. Think long-term (3-5 years) and steadily build a record of success around you.
• Be honest about your performance, too. Surely, working hard 4 months right at calibration won't make up for the 8 months 'slacking' off.
• Toot your horn once in awhile and acknowlege other people's accomplishments.
• Get out of that cubicle or office. Be visible and network.  It's not only what you say about you, but how you are percieved.  Participate in team events, write an article, publish a book, or conduct a webinar.  These activities will only help to estabilish you as credible and build other skills.
• Talk to your HR department about the calibration (or review) process and adhere to them. (Note: Not all processes are 100% accurrate, so if you find an opportunity to improve on the process, then by all means, say so. )
• Get training in the areas that you need improvement on. This will demonstrate your willingness to contribute to the organization. Technology and processes and people will change and so you need to change along with the organization. 
• If you're a manager, resolve issues, most importantly, employee-related issues immediately leading to higher organizational health indicies and improved performance.

With that, I hope I gave you some clarity on how calibration works.  If you have more tips and strategies, please let me know and I'll add them to this list.

Regards,
Gil Gido
NAAAP Seattle
President