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…
Here’s a secret – employees don’t hate having their performance appraised.
No, indeed! They want to know how they are doing, if their efforts are meeting the needs of colleagues, customers and the company, and where they could do better. But they do hate the annual performance review process.
Let’s be honest – who doesn’t? It’s fraught with anxiety for everyone because so much weight is put on a meeting that happens just once a year with perspective from just one person. Read more…
Years ago, I was asked to keynote a corporate event for Microsoft’s HR team.
I didn’t have a fully developed point-of-view about HR and talent, just yet, but I said yes because it was a great honor.
I did OK. I didn’t suck.
The day was notable because my friend Lance Haun came to see me speak. I wore a fabulous Trina Turk red dress. I was also wearing a pair of Vera Wang heels but Lance told me to ditch the heels and put on a pair of insanely fabulous Cole Haan boots that zipped to my knees.
LFR was born. Read more…
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…
By now, regular readers know my position on the traditional annual performance review – it serves a function to provide formal, documented performance feedback on a regular basis.
But its challenges are built into its delivery model – too infrequent (annual), too focused on feedback from just one person (the manager), and too fraught with angst on both the part of the manager and the employee.
Regular readers also know the solution I support, which is described in detail by Globoforce’s CEO Eric Mosley in his latest book The Crowdsourced Performance Review – enable everyone to provide regular, timely, ongoing feedback through detailed, positive recognition of achievements and contributions in line with the company’s core values. Read more…
Editor’s Note: Sometimes, readers ask about past TLNT articles they may have missed. That’s why on Fridays we republish a Classic TLNT post some of you have asked about.
Like many of my fellow HR professionals, I’ve had my fair share of time dealing with the headaches from performance reviews.
Whether it is a supervisor who simply doesn’t want to do them or an employee who thinks they were unfairly evaluated, sometimes it feels like an anchor on your other activities.
And I guess I wouldn’t mind it that much if performance reviews always turned out great. The problem is that they don’t. Even the best-designed plans don’t always do the trick. And saying that most employers have the best-designed plans? That’s probably just a bit of a stretch. Read more…
In my business, we move at hyper-speed on all fronts: taking care of customers, developing new software, and figuring out how to sell it.
Things can change from one minute to the next. I have to make quick decisions, and most days I don’t sit down. I need my employees right alongside me. That’s why I conduct frequent performance reviews — every six months. Yes, every six months.
Now, I can think of a hundred other things I need to do. In addition to the software business, I have a family and four other companies that need my attention. It might be several weeks before I have time to meet with each of my direct reports. Read more…
I have never, ever been a big fan of performance reviews.
Well, maybe that’s not entirely accurate. What I meant to say is that I pretty much hate the process of performance appraisals, at least as I have experienced them, because despite all the ones I have conducted over the years, I’m not sure any employee I reviewed was ever happy with the process.
There are a lot of reasons for that from the timings (annually, mostly), to the inflexible nature of the process. If I was ever able to work on one of those spiffy performance management systems that automate so much of the process, perhaps I would feel differently, but I always got stuck doing reviews the old school way. Read more…
By Eric B. Meyer
Who fires the 68-year-old right after her great performance review?
The company that likes defending age-discrimination claims, that’s who.
Lenore Linkous worked for her Virginia bank as a Branch Manager for 11 years. Most recently, she received performance reviews for the years 2009 and 2010 stating that she “exceeds expectations” and “meets expectations,” respectively.
In August, 2011, however, the bank investigated allegations that Ms. Linkous was acting inappropriately at work. Upon completion of the investigation, the bank fired Ms. Linkous. According to the bank, the deciding factor was an inappropriate comment that Ms. Linkous made in front of customers and co-workers. Read more…