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the format of those reviews should be spelled out Generally, it is appropriate to set objectives at the beginning of the fiscal year so that corporate objectives agreed by the board can be incorporated Best practice provides for midyear feedback, even if it is much less formal than the year-end evaluation If there is transparency between metrics and compensation, and there has been midterm discussions regarding performance, it is likely that the CEO will have a good idea what he or she will receive in the form of variable compensation But this view of the performance assessment process is missing an important component of a successful evaluation system, the development of the CEO Just because CEOs are among the best and brightest, it does not mean that they are perfect managers or leaders without need for good, old-fashioned development As important as compensation is, forward-thinking boards spend as much, if not more time on development of senior executives as they do on remuneration issues Development is much broader than simply evaluating a CEO against performance metrics for compensation purposes and should be performed separately It speaks to those skills that a CEO needs to better manage and lead, in the process improving stockholder returns and his or her earning power This is a much softer skill than the compensation process as one has to assess difficult to measure proficiencies such as leadership and strategic thinking The creation of a development plan is really no different than those put in place for other important employees The first step is to identify those competencies that are important to the position Typical competencies include leadership, vision, execution, integrity, board relations, external communication skills, management development, and economic skills The committee then must agree on the indicators that evidence competency For management development, the indicator might be the maintenance of an up to date succession plan for key management positions The hard work of developing competencies and indicators is vital to bringing credibility to the process The appraisal must be based on observable behaviors and results, not a gut feel, or after-the-fact identification of examples that support that feeling The appraisal must also include timely feedback It is only fair that the CEO receive a midterm evaluation and, possibly, regular informal feedback The most successful evaluation processes also.

To access the data, the caller must now call Password(), which provides read/write access to iPassword Sure, it returns a constant heap descriptor, but from s 5 and 6, you know how to call Des() on that pointer to get a modi able pointer which can be used to update the contents of the buffer This is far from ideal; the password should only be modi able through the SetPasswordL() method, otherwise it s confusing for the client to know which to use To get read-only access, the method should either return a const HBufC8* or, preferably, return a constant reference to the more generic descriptor type, TDesC8, as follows:

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(processing directives, etc) The result of compilation is a new servlet one that the developer doesn't edit directly which combines the presentation logic of the JSP file and the references to other Java objects (such as HitsBean, shown earlier) This is the servlet that's actually executed at runtime The entire process is shown in Figure 7-8 Figure 7-8 JSP life-cycle flowchart

include a self appraisal by the CEO Self-reflection is healthy and assists the director helping the CEO understand the assessment and put it into context Most CEOs are aware that they are not perfect and have some room for improvement If the CEO is cognizant and raises a developmental issue, it makes it easier for the board and CEO to agree to a course of action More important, the identification of a gap between the board s view and the CEO s evaluation can be a goldmine of constructive conflict Each divergence represents an area where more communication is required to ensure that expectations are clear and fair Some experts also believe that direct reports should evaluate the CEO While there is the potential for better, more detailed feedback, it may be difficult to obtain unbiased and fair criticism The 360degree review can be extremely positive, however, it can result in peers and subordinates taking the opportunity to malign managers rather than providing constructive feedback Clearly, an organization needs to have achieved a certain maturity before embarking on 360-degree reviews On the flipside, General Electric found that 360-degree evaluations helped them identify and eliminate those managers that kissed up and kicked down 9 Over time, however, everyone would say nice things about each other so the 360s lost impact The relative maturity of the organization may well determine if 360-degree reviews are helpful The governance committee should select the evaluation team carefully, and may choose to conduct interviews where unconstructive feedback can be challenged

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