It’s that time of year again, when HR pleads, prods, and threatens managers to get their performance appraisals done.
It’s also the time when many managers and HR leaders contemplate adding 360-degree feedback to the process.
We hear, “Wouldn’t it be great if we included feedback from peers, direct reports, and others to get a better picture of an individual’s overall performance?” Yes! We won’t debate the continual argument of whether organizations should use 360s for appraisal. Read more…
Want to give thanks this week for a tip about performance reviews? Here it is.
Turn the darn things on their head, shake them and see what falls out.
Root around in the pile of rubble. By this time of year in many companies, forms are long finished, reviewed and approved. So you’re not going to find self appraisals, competency assessments or even ratings in the pile.
But you will find fingerprints on the debris, and here’s where we get to my point: Read more…
When employee performance is managed effectively, it drives higher performance, produces higher levels of engagement, and reduces turnover among the better performers.
It also provides information needed for staffing, career management, individual development plans, and reward management. Research studies have confirmed effective performance management is instrumental in building and sustaining a high performance culture.
But despite its proven value, many employers allow managers to downplay their responsibility, treating it as an “HR requirement” that has to be tolerated. Read more…
By Dr. Tim Baker
Before we start analyzing performance, which is directly related to the next two conversations and indirectly related to the final two, it is important that we understand what we mean by the term “performance.”
I think there has been — and continues to be — too much focus on a person’s job and not enough on the role the person is expected to play in the organization.
In other words, we tend to confine our performance discussions to the job description (JD) and I think this is a mistake. Read more…
Employee performance is not HR’s responsibility.
We should be able to agree that the management of employee performance is a day-to-day responsibility of managers and supervisors.
Extensive research has confirmed that effective managers trigger better results; they are instrumental in creating a high performance culture where people have a palpable commitment to the success of their organization. Ineffective managers have been the subject of endless Dilbert comic strips.
The frequent articles and blogs criticizing performance management practices ignore or are silent on what research has shown is central to the effective management of performance. Read more…
Editor’s Note: Sometimes readers ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday that some of you have requested.
I’ve never been much of a fan for the performance review process
I’m with people like Dr. John Sullivan, who says that it is the one HR process that “everyone universally hates — employees hate it … managers hate doing it … and HR hates processing (them).” He feels that the problem is that reviews focus almost entirely on employee traits and not really on performance.
Or, there’s UCLA business professor Sam Culbert, who says about reviews that, “First, they’re dishonest and fraudulent. And second, they’re just plain bad management.” Read more…
Anyone who manages people and has been awake and alert for the past couple of years knows this to be true — no one seems to like performance reviews or performance management.
Even people who say they do it well also admit in the same breath that they struggle with it, and for most managers and executives, they would probably just like to see it go away altogether.
Yes, most everyone really hates performance management. And new research from i4cp gives a better sense why. Read more…
How do you feel when it’s that time to provide “feedback” to your team?
It might be performance feedback or development feedback, but my guess is that it’s not your favorite thing to do.
Step back for a moment, though, and think about your role as a leader. What is the single biggest responsibility of a leader? One can say “delivering results” but the truth is, leaders don’t deliver results; their teams deliver results.
Could it be that the leader’s primary role is to develop their teams to deliver results? If the leader can deliver the results alone, the organization doesn’t need the team. And if the leader isn’t coaching the team to results, the organization doesn’t need the leader. Read more…
I’m said this before, but in my job, I get hit with a lot of surveys on a lot of different HR and talent management topics.
Some are insightful and interesting, but others can be simply trite and dumb, giving you head-scratching insights into topics you really could care less about.
The problem for me is that EVERY survey from EVERY organization arrives with the same big pitch touting just how highly newsworthy it is — even if it isn’t. The trick is to dig through all the hype to find those nuggets of information that truly have some meaning.
Case in point: Ceridian’s recently released Pulse of Talent Survey, which is primarily focused on generation differences in the workplace and how they play out in regards to job rewards, performance feedback, and job motivation. Read more…
The performance evaluation in corporate America is the dreaded, ineffective leadership responsibility that few ever do well.
The concept is actually good: provide expectations for performance, feedback on work accomplished, and develop skills for the future.
How can we argue with that? But, why is it so gosh darned difficult to do it well?
I have new insight, based on a recent experience of my own. Let me explain. Read more…