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…
Picture the scene:
Your company doesn’t have enough money in the annual merit spend budget to grant more than an average 2 percent increase to employees, so the powers that be decide “let’s give everyone a flat 2 percent increase and call it a day.”
Has this happened to you? The practice is what some would call a “pay-for-pulse” strategy, where if you haven’t been fired on the date of the scheduled increase, then you’re going to get a raise.
Every warm body who occupies a chair at that time will receive an increase — just because. Read more…
Here is an excellent wake-up call to anyone in HR:
As the investigation into the VA scandal deepens, it appears that, according to the VA’s performance and incentive system, they were doing GREAT!
Fox News reports that Gina Farrisee, the Assistant Secretary, Office of Human Resources and Administration, Read more…
There are a number of movements afoot in the world of work that promise to impact the way we pay people. Two in particular may well converge to provide the final straw that breaks the back of merit pay.
Let’s begin with Exhibit 1: The “Open Salaries” Movement.
Pay transparency is coming. While it is unlikely that we will reach a point where every organization opens up all compensation information for every employee, I believe that the momentum and spirit behind the pay transparency movement will lead many employers to eventually embrace it, drawing back the curtain to reveal the details of their pay programs and practices. Read more…
“To avoid criticism say nothing, do nothing, be nothing.” — Aristotle, ancient Greek philosopher.
No one enjoys criticism, but sometimes we need it.
No matter where you stand in an organizational hierarchy, you can always improve your game. While many of us claim we’re our own harshest critics, that’s rarely true. It’s usually more helpful to have someone else point out our flaws — if you trust the source.
Criticism can be difficult to hear, but pain helps us learn and improve ourselves. As former British Prime Minister Winston Churchill once stated, criticism is necessary because, like physical pain, “it calls attention to an unhealthy state of things.” Read more…
Here’s how to design the perfect performance management process.
It isn’t a trick. Really.
OK, well “perfect” may be a bit strong, but it is possible to design a performance management process that fits your organization and your culture. Read more…
It must be nearing annual performance review season, because my reader is filling up with news articles and blog posts on the topic – all of them reiterating just how broken the traditional process is.
Why is the traditional annual performance appraisal broken?
There’s several reasons, including too much emphasis on feedback from just one person (the manager) and far too infrequent giving of needed feedback (both praise and constructive refocusing). Read more…
Editor’s Note: Sometimes readers ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Do we really need annual performance reviews?
I’ve written before that there is a balance between ongoing feedback from multiple sources and annual feedback from one source. I’ve also written about what it would look like if you scrap the performance review.
The latter seems to be the more prevalent – and more pertinent – question in recent conversations. Today, I’m pleased to share with you two recent case studies of organizations that have done just that, both of them relying on more frequent feedback and recognition given in the moment – the hallmark of truly strategic recognition programs. Read more…
What you do when you give an employee feedback and they disagree or get upset with you is one of THE most important managerial moments-of-truth to master.
If you handle this poorly, the employee might comply, but they are likely to leave the conversation distrusting your judgment, losing respect for you, and feeling resentful.
If you handle it well, not only will you get better performance, you will strengthen your relationship with them — and therefore increase their engagement level moving forward. Read more…
Since it often proves impossible to get meaningful references on job applicants, a copy of the last performance review can be an invaluable source of information.
However, before you ask for a copy, I suggest you ask the following questions during the interview:
- Were you given a performance review in your most recent position? Read more…