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PERFORMANCE MANAGEMENT

Driving Forces Behind the Performance Management Revolution

Performance Management is Evolving! Despite the efforts that have been made by talent management experts over the past several decades to design performance management processes that actually improve performance, performance management has come under heavy scrutiny over the past couple of years. It seems the list of complaints about performance management is endless...
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PERFORMANCE MANAGEMENT

Industrial Organizational Psychologists make a Big Bet on Performance Management

Industrial organizational psychologists are talent experts who study workplace issues of critical importance to business, including talent management, performance, coaching, assessment, selection, training, organizational development, and work–life balance. Each year the Society for Industrial Organizational Psychology surveys its membership to identify the 10 top workplace needs.
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PERFORMANCE MANAGEMENT

1:1 Performance Check-In Meetings Drive Employee Performance

Google’s famous Project Oxygen study identified that the most important thing that managers can do to be successful is to coach.  This includes asking questions versus providing answers, providing constructive feedback and holding regular 1:1 meetings. In fact, they found that higher scoring managers are more likely than lower-scoring managers to have frequent 1:1 meetings with their team members. 
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PERFORMANCE MANAGEMENT

Three Reasons Why Managers Avoid Performance Reviews

We all know that formal performance review discussions between managers and employees are just one component of an effective performance management process. The performance review discussion can be a powerful tool in building the employee-manager relationship when it is part of a continuous performance management strategy.
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SUCCESSION PLANNING

Assessing Retention Risk in the Succession Planning Process

Sound talent assessment reduces the subjectivity that has long surrounded the succession planning process. This important first step in succession planning is focused on the critical evaluation of both individuals and positions (current and future). The consideration of retention risk is often overlooked during this important phase and only becomes a priority during talent planning....or after a valuable employee leaves.
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PERFORMANCE EVALUATION

Top 10 Missteps Managers Make in Performance Review Meetings

Yes, we are in the heart of performance review time. Let’s take this time to remind ourselves and the managers within our company of these 10 common performance review pitfalls.
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360 DEGREE FEEDBACK

Building a Culture of Feedback Requires Performance Feedback Skills

Continuous, Open Performance Feedback is Becoming the Norm Gone are the days of the top-down, annual performance review. Organizations continue to open the performance feedback and evaluation process to invite participation from employees at all levels in the organization. This is now becoming the new normal and it offers a variety of benefits to employees and leaders. At the same time, it makes skills in providing helpful performance feedback a requirement for the entire talent pool…not just managers. Without these skills, the quality of the feedback will be limited and employees won’t get the feedback they need to develop and enhance their performance.
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PERFORMANCE MANAGEMENT

You Rock! - 5 Ways to Transform Positive Performance Feedback

The topic of delivering performance feedback typically focuses on how to provide constructive or critical feedback aimed at improving performance. I have written several articles aimed at offering sound practices for improving employee performance using effective performance feedback and realize that I have not appropriately addressed the importance of positive feedback. I believe that both constructive and positive feedback are critically important for high performance but for different reasons.
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PERFORMANCE MANAGEMENT

Shining the Light on Bad Bosses

Bad Bosses Hide in Dark Corners Why do bad bosses seem to go undetected or acknowledged by everyone except those who work for them? These menacing managers seem to hide in dark corners. It is extremely frustrating for anyone who is suffering under a bad manager that this person's poor performance or bad behavior is overlooked and tolerated by the organization. In my experience in working with senior leaders, these four reasons seem to top the list:
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