Tuesday, March 08, 2005

PiMPin' ain't easy

Those of you who work with me at the Hill (which constitutes 98% of my readership I am afraid) know all about the new computerized evaluation system that has been implemented in recent weeks.

In the past I kept track of my work activities in a Word document that I saved on my work station hard drive. Every new project that I began, every make-work job that they threw at me, I kept track of with a snazzy bulleted list.

When the snow began to melt and the birds started chirping, we knew that winter was on its way out and that our annual evaluations were soon to come.

So, my manager would email each of us and remind us to dust off our lists, write up our self evaluations of the previous year, and send it to him. Then the two of us would sit down, discuss, and we would move on with our lives.

Sounds simple enough, right?

Well, now that system is too easy. Each employee must log onto the Performance Management Process system (affectionately know by me as the PiMP) and use various screens to create and track my Key Job Responsibilities, assign measurable metrics to evaluate my success at achieving these goals, and do other stuff that only students working on a Master of Business Administration degree would bother caring about.

So, why do I tell you this?

Well, for the past week I have been successfully putting off that most important of initial steps--creating my PiMP plan. So, I turn to you, my loyal readers for assistance.

Can you help me decide what my PiMP goals and competencies should be? How can I implement these goals with a PiMP development plan?

(And, NO, step 1 will not be: Go buy Huggy Bear outfit.)

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