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Performance Tools

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Introducing Performance Management Tools
To support our leadership team in conducting meaningful and objective performance reviews, we have developed a comprehensive set of tools designed to provide clarity and structure. Performance Profiles have been created for key roles, including Title Company Presidents, Title Officers/Examiners, Escrow Officers, and Title Sales Reps, and have been reviewed with various company presidents to ensure alignment. Each of these roles also has an associated scorecard to facilitate objective evaluations. Additionally, we have developed two general scorecards—one for managers and another for non-managers—which can be used when a specific job scorecard is not available.
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Beyond these role-specific tools, we have also created guides and frameworks to help leaders conduct effective performance reviews, set MBOs, and structure them for maximum impact. These resources include best practices for career development conversations, ensuring employees receive thoughtful guidance on their professional growth. These tools are designed to enhance consistency, support career development, and ensure that performance management drives real impact across the organization.
The Power of Meaningful Performance Management
At ET Investments, we believe that performance management, when done right, is a powerful tool for employee growth and company success. As Bryan Willis puts it, “I like a performance management process. I like the idea of having a structured way for people to understand where they stand, where they can improve, and how they can grow. When done well, it helps people see their potential and gives them a clear path forward.”​
However, a poorly executed performance review can do more harm than good. “If a performance management process isn’t done well, it’s not worth doing. In fact, it can be destructive and detrimental. But when done right, it provides clarity, direction, and real opportunities for people to grow.” That’s why we are committed to creating a process that is impactful, practical, and genuinely beneficial for our team.​
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Performance management should also be ongoing, not just a once-a-year conversation. “Feedback on performance shouldn’t wait for a year. If people are struggling, we need to talk to them now. If people need help, we need to give it to them. Performance management isn’t just about evaluations—it’s about making sure people have what they need to succeed.”
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