Editor’s Note: Readers frequently ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Question: “How do you deal with people and teams who are average performers but who rate themselves as exceptional?”
This came up on our last Member coaching hour call and I decided to write about it.
Since the call, I’ve dug out the performance rating definitions I created to add to whatever corporate ones existed. I found these helped to me clarify the difference between the performance levels. Use them if they are useful to you! Read more…
My youngest started fifth grade last week, and as I was combing through the official forms and literature, making sure he had all his school supplies and such, I happened upon the grading system:
More pay might not change behavior, but withholding an increase sometimes will.
“That’s the last straw! I’m going to fire him,” said the irate mayor as he hung up the phone after mollifying a furious resident.
His city’s veteran long-service street superintendent had once again rudely blown off another citizen with a legitimate gripe. The mayor was tired of cleaning up such messes and being forced to calm down upset voters antagonized by the impolite official. Read more…
Imagine you’re an HR manager.
It’s March. The head of retail operations comes to your office. She says that smart phone sales are going nowhere, so the sales strategy needs to change. She say she’s going to focus on selling 3D printers.
Is your reaction, “OK, but why are you telling me?” Read more…
First of two parts
Imagine being assigned a physician and then purposely rejecting them solely because they were “overqualified” for your medical situation. Well that’s exactly what happens when hiring managers reject candidates who have “too many” qualifications.
There is simply no excuse in this new era of data-based recruiting to adhere to this old wives’ tales” in hiring. I have written in the past about the cost of rejecting “job jumpers” and in this article, I will focus on the false assumption that hiring candidates who are “overqualified” will result in frustrated employees who will quickly quit.
There is simply no data to prove any of the negative assumptions that are often made about overqualified prospects or candidates. Read more…
Performance reviews are an effective way to improve employee performance while also maintaining transparency between management staff.
Unfortunately for many small and mid-sized businesses, delivering an effective performance review is more of a concept than a practice.
Below are four tips for delivering a performance review that is effective, appropriate and will help keep your employees engaged. Read more…
When I ask business leaders in large companies what they want from performance management systems, the answer usually includes “identify the top performers in the company.”
To meet this goal, a performance management system must provide some way to determine how employees are performing relative to their co-workers. Yet there is currently a trend in HR to “fix” performance management by eliminating the use of methods that compare employees based on performance.
This makes no sense since this is the very thing senior business leaders want from performance management! Read more…
Several years ago, I worked with a major cereal manufacturer whose leadership was concerned that many of the company’s managers weren’t succeeding.
The managers in question had been with the company for some time and had risen through the ranks, and while the company was doing well overall, the leadership suspected that their managers had the potential to have a more positive impact on the company’s success.
My team started with both an annual performance evaluation, which had already been in place for years, and a 360-degree feedback assessment. The performance evaluation measured operational outcomes — how much cereal was manufactured, quality, safety, etc. Read more…
Editor’s Note: Readers sometimes ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
It’s a lesson I learned while I was working toward an MBA: the most powerful business lessons aren’t the stories of success, but the stories of failure.
Yes, as good as it is to hear about Herb Kelleher and how he built the great workforce culture at Southwest Airlines, I got a lot more out of studying “Chainsaw” Al Dunlap and all the bad stuff he did while systematically tearing down companies (like Sunbeam) and their culture.
This is also true of business wisdom; I always learn a lot more from the bad advice I see popping up from so many so-called experts who have curious notions about what really matters when it comes to managing people and leading a workforce. Read more…
Ann Bares recently wrote a predictive article here on TLNT about the potential end of merit pay (How Will We Pay With Open Salaries and No Performance Reviews?).
In her post, Ann argues that because “open salaries” and “blowing up performance appraisals” are becoming more popular, merit pay cannot be long for the world. She ends by asking:
What will we do instead? Strictly market-based wages with “hot skill” premiums as appropriate? More emphasis on variable pay plans designed to reward specific, pre-determined individual or group metrics? Will recognition and non-cash rewards step into the void to provide the necessary differentiation for key talent?” Read more…