One reason traditional performance reviews are so unpleasant is that they often focus on past mistakes that cannot be fixed or changed, and feedback is given far too late. If performance reviews only happen once a year, an employee has little opportunity to learn and make corrections when feedback is most relevant. This is demotivating and disheartening for employees.

My grumpy old man syndrome seems to be kicking in again today. Maybe it is the isolation we are all having to put up with these days.

yes that would work but i thought drilling on the mill with say a 10mm drill then putting a length of silver steel in the hole and indicating off that in the 4 jaw..then removing before drilling

Every year, you are evaluated against a set of performance standards and ratings. And some of those ratings are subject to your manager's idiosyncratic observations. If you are a manager, it's even worse -- after hearing what you need to do to remediate your own shortcomings, you have to repeat the process with your own team and try to fit a year's worth of feedback into a handful of scores.

How close to the middle does it need to be? Good enough for aesthetic purposes, or dead on to the nearest thou for precision location purposes? Makes a big difference to how you might proceed.

Performance strengthsand weaknesses

In any role, it's essential to know how one's talents influence behavior, for good or ill. For example, people strong in the Consistency theme might focus so much on uniform processes that they lose sight of the overall goal. The key is for you and your manager to be aware of your potential and your limitations.

Alternatively; set the fixed steady at the chuck end, move it to about 60 mm from the end of the bar, and leave it there whilst the bar is bored, turned down and screwcut.

A manager with high relational strengths might see a job as primarily social -- they see the expectations, fun and success of a role through relationships. However, they might be onboarding someone who has more thinking or analytical themes. For them, problem-solving and complexity are intrinsically motivating, and the social aspects may be less attractive.

Together, these conversations create a warm, candid, two-way dialogue between managers and employees. This makes tough conversations easier. But it also lays the foundation for deeper, long-term professional development. Knowing an employee's dreams, values and lifestyle constraints are all helpful context for managers.

Model Engineer and Model Engineers' Workshop are leading magazines for modellers, with reputations for bringing you the best tips, tricks, and inspiration from the model engineering world. From miniature steam locomotives to clocks and tools, get the most out of your hobby with Model Engineer and Model Engineer's Workshop.

Strong partnerships also help build a more lasting commitment to the organization. Employees with just one collaborative relationship are 29% more likely to say they will stay with their employer for the next year, and 42% more likely to intend to stay for their entire career.

Ian, if you consider the bar as a rectangular cross section, looking end on from the tailstock, you could add a couple of packing pieces on the two jaws which touch the curves sides and use this method of clocking shown by Joe Pie. in one of his videos.

Otherwise, if you want accuracy to the nearest thou, you might use a dial indicator off the gripping surfaces of the chuck jaws that are holding the curved surface, much like the video about square stock posted above. A 0-0 reading there will mean its centred.

Is this a valid way? Centre punch where i need the hole and set this in the 4 jaw and bring the tailstock up with a. Centre in….. rotating the chuck the centre pop would describe a circle if its not spot on?

People with different strengths see the world differently, and sometimes this causes a breakdown in communications. For example, people with the Activator theme define "right now" as "right now," while those with the Deliberative theme may define it as "after I check out some risks that only I seem to see."

Creworks Lathes on Amazon UK – some big price drops for Black Friday Week What is (Traditional) Model Engineering? ML10 questions A blast from the past Co-ordinate positioning for circle of holes (not all equally spaced) EN8M FLAT chenery 9 cylinder gnome Measurement history Traction Engine Identification Help Please…. maid of kent valva gear

Two of Don Clifton's greatest insights were to recognize that each of us has unique, enduring talents -- and that our greatest room for growth is in those areas of strength.

If you are making "a few" as you say, it might be worth making a faceplate fixture to hold successive parts in the same position once the fixture is located correctly. Or for a smaller few, use the old dodge of releasing only one chuck jaw in each direction, marking which ones, and then tighten up only those two when mounting the next job. The two unmoved chuck jaws act as reference surfaces to locate the new job correctly. You might still double check it though if accuracy is paramount.

Performance strengthsexamples

Ian, the other thought is, if you have a surface or T&C grinder, just tickle the chuck jaws so they are exactly the same thickness inside to outside on one of the steps, then clock on the outside of the jaws. I guess the step closest to where the round bit of the bar touches on the inside would be best. (or just use a bit of feeler gauge to make up any difference in jaw thickness.

People with different strengths may be motivated by different things or approach unfamiliar situations in different ways. Don't assume that employees see problems, rules or relationships the same way that you do.

self-evaluationstrengthsand weaknesses examples

Good managers understand that their employees have different talents, skills and motivations. Great managers use those differences to maximize employee performance and potential. For example, employees strong in the Communication theme naturally express their thoughts in ways that capture others' attention. They are often able to build thriving relationships through simple conversations.

Without removing the bar from the moving steady, replace the bar in the chuck and recentre it with the clock close to the jaws.

Top 10strengthsof an employee

Gallup research shows there's a better way to manage performance -- one that focuses on improving future performance rather than evaluating and criticizing a person's challenges and shortcomings. Critical elements of this redesigned performance management system distinguish what the employee needs to do from the unique strengths they have to produce the best results.

Gallup uses a tool called a Team Strengths Grid to help managers and team members see the top strengths of each person and the collective team. Take a look at your team, and find ways for people with complementary strengths to collaborate. Specialization allows both people to spend more time doing what each does best and allows them to tackle challenges together that neither could alone.

Many management systems are designed to ignore as much of the variability and individuality among employees as possible. But it's a mistake to assume that there is only one way to do a job "correctly" and that, therefore, every employee will need to succeed in the same exact way.

yes that would work but i thought drilling on the mill with say a 10mm drill then putting a length of silver steel in the hole and indicating off that in the 4 jaw..then removing before drilling

If the former, ie within a few thou of centre, you might get it by holding the job vertically in the four-jaw and pinching a very thin steel ruler (Pedant Squad, stand down!) between a sharp tailstock centre and the curved surface of the job. Ruler will lie dead straight across the bed visually in line with the leading edge of the carriage etc. if the job is centred.

Two of Don Clifton's greatest insights were to recognize that each of us has unique, enduring talents -- and that our greatest room for growth is in those areas of strength.

We describe the expectations of a job in a way that makes sense to us. We emphasize those interesting or exciting parts of a job -- as we define them. But don't assume every employee will be attracted to or repelled by the same aspects of the role.

i do have a Dro fitted on this lathe so just touched off on the jaws holding on the diameter spun 180 and adjusted until the Dro read the same on both sides

Determine the kind of praise that means the most to each person on your team. Someone with the Significance theme may want recognition from as many people as possible. While someone with the Relator theme may prefer something more intimate -- a one-on-one conversation or a handwritten note.

Set one jaw on the aforementioned stop, and clock the front of the bar. Spin chuck 180° and sit that jaw on the stop. Clock the bar again.

Lacking a large enough 4 jaw, the bar could be clamped to the Faceplate, (Preferably on Vee blocks to provide clearance between the bar and the Faceplate, for the boring tool and screwcutting tools to pass through ) and carefully adjusted until on centre.

How often is someone getting to use their strengths? An employee should answer that question with "every day." Gallup has found that people who use their strengths every day are more likely to feel respected, well-rested and that they have enough energy to get things done.

In this way, the thread and the bore should be concentric to each other, But boring all way through 150 mm of bar is going to be difficult, unless the bore is large enough to permit the entry of a long large diameter, stiff, boring bar

You need a crotch centre for your tailstock. An old-school method for using large drills in the lathe but very effective. Drill a pilot hole using the crotch centre then put the drill in the tailstock, slide the part onto the drill then clamp it to a faceplate whilst using the drill as a guide to keep it aligned. Once it's all clamped up, drill and bore the hole then cut the thread.

Oops sorry Ian I thought it was an 1/8th hole not 1-1/8". Misread your thread. There are several video's on YT about cross drilling in the lathe. Good luck.

Start by setting clear expectations about what each employee is supposed to accomplish -- what are you paying them to do? Don't rate employees on their ability to pursue results. Rate them on whether they actually produce results. Be comprehensive in defining success -- most employees are asked to do several things.

If a mill is available, it can be used to put a centre drill mark exactly where required, before moving to the 4 jaw chuck in the lathe, and centering .

Helping employees feel a more personal and meaningful connection with their work is also lucrative. Gallup data show that employees who receive strengths-based development are 8%-18% more productive. So, start your performance conversations by asking, "What are we really trying to do here, and how do we use your strengths to make that happen?" By involving employees in coming up with personalized performance strategies, managers take advantage of employees' expertise in their job and their strengths. They also build trust and respect that will ease hard conversations in the future.

Learn why it's so important for the future of work for leaders to teach employees how to learn, not just tell them what to do.

In case the mods delete the above link, despite it being a UK seller it does involve that website whose name we dare not mention,

Managers can improve performance by ensuring that annual reviews are achievement-oriented, fair and accurate, and developmental.

This doesn't mean that a manager's strengths are bad or that they should have to apologize for who they are. Managers should lean into their own strengths on the job -- but with an understanding of how others might perceive their strengths in action. They should also recognize that how they approach work may not always complement others' unique strengths and approach.

These tips can't replace a well-built performance management system, but they can get managers and employees through this year's reviews tear-free.

Performance strengthsfor employees

I do not know why you think we cannot mention EBAY or similar sites here. I have not seen any ruling that bans us from mentioning EBAY. It seems to be certain knockoff products that trigger the censorship. There are many excellent products on EBAY that many of us buy time and time again and I for one am grateful if another forum user posts a link to a useful UK based item. Also we have comeback on a seller when they are UK based.

One reason traditional performance reviews are so unpleasant is that they often focus on past mistakes that cannot be fixed or changed.

Gallup has found that people who use their strengths every day are more likely to feel respected, well-rested and that they have enough energy to get things done.

Hopper I’d forgotten i had one of those centre finders but digging it out i remembered why i had never used it…its like it came out of a lucky bag

The most efficient and reliable way for an employee to build mastery in anything is for them to learn their natural talents and develop them into strengths through practice while adding relevant skills and knowledge when necessary.

Managers should weave strengths through all of these conversations. The best thing you can do to improve future performance reviews is to have at least one of these meaningful conversations each week with your team members. Regularly discussing expectations, roadblocks and strengths will quickly transform how work gets done.

Beginning a performance review by discussing an employee's strengths sends a very different message. Most people prefer to talk about what they like to do. And steering the discussion toward what they naturally do well (as opposed to what they do poorly) builds a better relationship between managers and employees.

July 12, 2021 Gallup https://www.gallup.com/cliftonstrengths/en/352163/ways-improve-performance-reviews-cliftonstrengths.aspx Gallup World Headquarters, 901 F Street, Washington, D.C., 20001, U.S.A +1 202.715.3030

Arrange a stop which will impinge on the lower edge of one of your chuck jaws when that one and the opposing jaw are horizontal as you can get them(maybe use a spirit level). Chuck up the bar vertically and get it roughly in the right pace with a ruler and sharp centre in the tailstock.

And hold it in the tailstock chuck. You then move the job in the chuck until the lines on the centre finder are lined up and you have it centred.

ON a curved surface like that, you might also create a small flat by holding the end of a slot drill against it in the tailstock before centre drilling, just to help the centre drill get started without wobbling and provide a full circle of guidance for the drill-bit proper to start on. .

Over 25 million people have used the CliftonStrengths assessment to identify their dominant talents, and Gallup has found that employees who learn to develop their strengths make their teams and organizations more engaged and productive. They grow their contributions by understanding themselves better, but also by helping their colleagues, managers and customers understand them better.

Home › Forums › Workshop Techniques › Cross drilling in the lathe This topic has 26 replies, 11 voices, and was last updated 18 December 2020 at 19:04 by old mart. Viewing 25 posts - 1 through 25 (of 27 total) 1 2 → Author Posts 16 December 2020 at 17:19 #16224 Ian ParkinParticipant @ianparkin39383 Advert 16 December 2020 at 17:19 #513853 Ian ParkinParticipant @ianparkin39383 I’m trying to remember where i may have seen a technique for doing this… i have a 50mm dia x 150mm piece of ms i need to machine a 1 1/8 thread about 50mm from one end.. how do i centre the part in my 4 jaw so the hole and subsequent thread is bang centred though the bar 16 December 2020 at 17:31 #513857 Pete RimmerParticipant @peterimmer30576 You need a crotch centre for your tailstock. An old-school method for using large drills in the lathe but very effective. Drill a pilot hole using the crotch centre then put the drill in the tailstock, slide the part onto the drill then clamp it to a faceplate whilst using the drill as a guide to keep it aligned. Once it's all clamped up, drill and bore the hole then cut the thread. Edited By Pete Rimmer on 16/12/2020 17:34:37 16 December 2020 at 17:33 #513859 peak4Participant @peak4 Ian, if you consider the bar as a rectangular cross section, looking end on from the tailstock, you could add a couple of packing pieces on the two jaws which touch the curves sides and use this method of clocking shown by Joe Pie. in one of his videos. Bill 16 December 2020 at 17:52 #513862 Ian ParkinParticipant @ianparkin39383 Pete yes that would work but i thought drilling on the mill with say a 10mm drill then putting a length of silver steel in the hole and indicating off that in the 4 jaw..then removing before drilling Bill cant see how that would work on a round bar? Am i being thick? Yes just realised what you meant now Edited By Ian Parkin on 16/12/2020 17:52:51 16 December 2020 at 17:55 #513864 Ian ParkinParticipant @ianparkin39383 Is this a valid way? Centre punch where i need the hole and set this in the 4 jaw and bring the tailstock up with a. Centre in….. rotating the chuck the centre pop would describe a circle if its not spot on? 16 December 2020 at 18:28 #513867 JasonBModerator @jasonb You would need to make sure the pop mark was dead at the highest part of the bar, it could still be clocked true even is the bar is rotated slightly about it's own axis. I think the 10mm hole and pin method would be good. 16 December 2020 at 21:01 #513892 peak4Participant @peak4 Another idea, though I've not fully thought it through. Arrange a stop which will impinge on the lower edge of one of your chuck jaws when that one and the opposing jaw are horizontal as you can get them(maybe use a spirit level). Chuck up the bar vertically and get it roughly in the right pace with a ruler and sharp centre in the tailstock. Set one jaw on the aforementioned stop, and clock the front of the bar. Spin chuck 180° and sit that jaw on the stop. Clock the bar again. Even if the bar isn't 100% vertical, it will be the same fraction of a degree off from the previous measurement, and so long as the clock is at the same height, and only just above a horizontal jaw, the error should be minimal. Bill 17 December 2020 at 14:33 #514004 Howard LewisParticipant @howardlewis46836 Unless I have misunderstood, the wish is to cut a 1.125" thread, 50 mm long, along the axis, at one end of a 150 mm long piece of 50 mm diameter bar. If so:how about this? Grip the bar in the 4 jaw chuck, pushed in as far as possible into the jaws. Clock, cloe to the jaws, to centre it. Set the moving steady to the bar, as close to the chuck as possible. Release the bar from the chuck and move the saddle away, to release the bar. Without removing the bar from the moving steady, replace the bar in the chuck and recentre it with the clock close to the jaws. With the moving steady supporting the bar, use the Tailstock drill chuck to drill the bar, before turning down the OD to 1.125, and screwcutting.. Alternatively; set the fixed steady at the chuck end, move it to about 60 mm from the end of the bar, and leave it there whilst the bar is bored, turned down and screwcut. In this way, the thread and the bore should be concentric to each other, But boring all way through 150 mm of bar is going to be difficult, unless the bore is large enough to permit the entry of a long large diameter, stiff, boring bar HTH Howard 17 December 2020 at 15:17 #514010 Pete RimmerParticipant @peterimmer30576 He has a 150mm piece of 50mm bar, and wants to cross-drill it 50mm from the end and put a 1.25" thread in the hole. 17 December 2020 at 15:23 #514013 Oily RagParticipant @oilyrag I think this is what Pete Rimmer was referring to in his earlier post about a 'Crotch'centre:- This is a tailstock Vee cross drilling attachment from my Raglan LJ – on the front shear by the tailstock is the interchangeable flat plate which allows parts to be clamped to it for drilling. Edited for spieling mhistake! Edited By Oily Rag on 17/12/2020 15:25:24 17 December 2020 at 15:37 #514014 Howard LewisParticipant @howardlewis46836 Ah! So is the lathe large enough to accept the bar across the jaws of 4 jaw without hitting the bed? Don't like the thought of having to hold the work in just three jaws! Clamp it up TIGHT, and go very slow. This calls for the capacity to swing 200 mm, if the overall length of 150 mm is to be maintained If so, the thread can be screwcut in the normal way for an internal thread, once the bar has been centred in the 4 jaw. This will probably entail using careful marking out, centre popping and then the use of the two centres method If a mill is available, it can be used to put a centre drill mark exactly where required, before moving to the 4 jaw chuck in the lathe, and centering . Lacking a large enough 4 jaw, the bar could be clamped to the Faceplate, (Preferably on Vee blocks to provide clearance between the bar and the Faceplate, for the boring tool and screwcutting tools to pass through ) and carefully adjusted until on centre. Whether in a 4 jaw chuck, or on a Faceplate, the work will be well off balance so speeds will need to kept low. Clamping to a Faceplate seems to be safest method. Howard

Only 14% of employees strongly agree that the reviews they receive inspire them to perform better. Only 26% of employees strongly agree that they are accurate, and only 29% strongly agree that they are fair.

Parts of an employee's job may really fit their strengths, but other parts may not. How important are the parts that they struggle with? Is there another way to approach the job that would be a more natural fit for them? Are there skills they could learn that would help them manage difficult parts of their job?

For decades, performance rating systems have dominated corporate culture in an attempt to provide some way of evaluating and providing feedback to employees.

CliftonStrengths is an excellent way to focus performance conversations on talent, potential and positivity. Here's how to get started integrating a strengths mindset into your approach to performance management:

There's nothing more rewarding than knowing that you contributed to the success of the team -- and that only you had the unique gifts to do it. We become immune to frequent and generic praise over time. We also don't like praise for average or subpar performance. Gallup's research shows that recognition should be frequent but based on true excellence and targeted toward strengths.

Focusing on goal progress and opportunities for development throughout the year is more motivating for employees than merely critiquing past performance a few times per year. People learn best through a constant loop of real-life experience and timely feedback.

In case the mods delete the above link, despite it being a UK seller it does involve that website whose name we dare not mention, here is a pic of the type of Round Bar Centre Finder commonly available from most of the usual suspects, (except RDG who out of stock and have their last one listed for 990 Quid! They usually cost about 10.)

With the moving steady supporting the bar, use the Tailstock drill chuck to drill the bar, before turning down the OD to 1.125, and screwcutting..

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Focusing on the future also encourages employees and managers to adapt goals as their work priorities change. Setting and adapting those goals together will help the employee develop more ownership and continually clarify what success looks like. With their manager's help, an employee will also set more realistic, practical goals.

5 keystrengthsof an employee

Even if the bar isn't 100% vertical, it will be the same fraction of a degree off from the previous measurement, and so long as the clock is at the same height, and only just above a horizontal jaw, the error should be minimal.

Being engaged in an activity at a deep, intuitive level can result in a sense of flow (i.e., ignoring the clock and giving ourselves fully to the task in front of us). Time not only flies when we're having fun, but also when we are using our strengths. In both cases, a person is less likely to feel stressed or worried about the present or future -- and more likely to feel that their life is meaningful and productive.

self-appraisal comments by employee example

This is a tailstock Vee cross drilling attachment from my Raglan LJ – on the front shear by the tailstock is the interchangeable flat plate which allows parts to be clamped to it for drilling.

You may notice that one or two employees have very different strengths than the rest of the team. They may say that they feel a bit like outsiders. And yet these people may offer the vital magic that makes an exceptional team -- if everyone on the team sees their unique abilities and appreciates them.

By contrast, employees strong in the Empathy theme tend to be excellent listeners who build relationships by seeing things from other perspectives. While employees strong in either theme can build strong relationships, they may do so in very different ways that are most authentic to who they are.

Certainly, managers should address challenges and concerns. But when they have weekly conversations with employees, they can deal with the challenges in their infancy, rather than letting them fester. The dominant theme of most performance reviews should be what employees do well and how to use that to set expectations for the future. When managers spend more time focused on strengths -- rather than on weaknesses -- during a performance discussion, employees are more than twice as likely to be engaged.

You would need to make sure the pop mark was dead at the highest part of the bar, it could still be clocked true even is the bar is rotated slightly about it's own axis.

Many managers believe that performance reviews must be harsh in order to be honest, genuine or meaningful. And as a result, most employees approach performance reviews with dread and anxiety. This is a recipe for unproductive and unhealthy conversations.

The discussion during the review focuses on how employees can use their unique talents to perform their role with strength, and it helps managers understand the many possible ways of achieving a successful outcome.

Our own strengths feel natural to us. They are where we are most comfortable doing business. Because they are so intrinsic to who we are, we can be blind to some facets of our strengths when we are coaching others. A manager with the Harmony theme may find it difficult to deliver bad news. On the other hand, someone with the Self-Assurance theme might not always see how their own love of confronting challenges can overpower others.

Performancereviewstrengthsand weaknesses examples

However, traditional approaches to performance evaluation are deeply flawed and often do more harm than good. For example, only 14% of employees strongly agree that the reviews they receive inspire them to perform better. Only 26% of employees strongly agree that they are accurate, and only 29% strongly agree that they are fair. Not surprisingly, the result is that performance reviews actually make performance worse about one-third of the time.

One of your most important responsibilities as a leader is to help each employee identify the strengths and partnerships that made them successful in the past. Then, they can use those strengths and partnerships more often to achieve their best work. Even in a new role with different expectations, employees can still use their past experiences to visualize how their strengths will help them succeed. A mindset focused on excellence also makes it easier to discuss other performance expectations and challenges -- how do those scenarios compare with their best work, and how can they play to their strengths more often?

Done correctly, a strengths-based performance review will make what the organization means by "success" much clearer -- and whether the employee is succeeding. It also helps build the connection between the employee and manager that is necessary for engagement. Finally, it should help managers understand how to motivate employees to do their best. It's one thing to know what we do well; it's another thing entirely to do it to the best of our ability every day.

Unless I have misunderstood, the wish is to cut a 1.125" thread, 50 mm long, along the axis, at one end of a 150 mm long piece of 50 mm diameter bar.