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PERFORMANCE MANAGEMENT

How Performance Reviews Shape Your Relationship With Your Employees

Annual performance reviews are typically viewed as a dreaded business activity and for good reason. When employee performance is evaluated and discussed just once a year, a lot of things can go wrong. However 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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360 DEGREE FEEDBACK

7 Tips for Getting the Most Out of Your 360 Degree Feedback Process

Improve Your Leadership Skills Through 360 Degree Feedback Research has consistently shown that the receipt of 360 degree feedback results in positive behavior change. As a leader receiving 360 feedback, the results that you achieve are going to be directly related to the actions you take in response to your feedback results. Follow the 7 steps outlined below to realize the benefits of the process and achieve your career goals.
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PERFORMANCE MANAGEMENT

Leadership Competencies Impact Employee Performance - Making the Connection

Leaders Should Engage to Retain and Drive Employee Performance According to a recent survey conducted by Right Management, an astonishing 83% of the North American employees polled indicated that they plan to actively seek a new position in 2014. In addition, Harvard Business Review published a research report in 2013 which indicated that 71% of the 550 executives surveyed, placed employee engagement as a key factor in their ability to achieve organizational success. However, only 24% of these same executives indicated that they believe their workforce is highly engaged. These two sets of findings provide a great deal of insight into the job satisfaction levels of employees, as well as point to a need for organizational leaders to make employee engagement a priority. Employee engagement is not just important for retention; employee engagement has consistently been linked to employee and business performance. While senior leaders play a major role in creating a culture that facilitates employee engagement, the employee-manager relationship is even more critical - specifically, the way in which managers continuously manage the performance and development of employees. Unfortunately, recent research by Dale Carnegie found that 80% of employees who were disengaged were also dissatisfied with their current manager. Employee Performance Management is a Key Leadership Competency
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DEVELOPMENT PLANNING

Personalized Performance Goals Drive Employee Engagement & Exceptional Performance

Setting goals is not just about documenting what we are hoping to accomplish so that we can measure against it later. Goal Setting is about motivating effort and action to facilitate high performance. The theory of Goal Setting is regarded as among the most valid and practical motivation theories in the fields of Industrial Organizational psychology and organization behavior. Click here to read about the foundation of Locke and Latham's theory of Goal Setting.
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PERFORMANCE MANAGEMENT

4 Benefits of Using Peer Appraisal in Employee Performance Reviews

Peer Review Enhances Traditional Performance Appraisal One of the many strategies that organizations are using to enhance the traditional performance appraisal process is to incorporate feedback from multiple sources. Traditional performance appraisals that simply rely on manager ratings tend to focus on outcomes or individual achievements. As a result, the collaborative work that individuals do on a daily basis made be overlooked.
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PERFORMANCE MANAGEMENT

5 Ways to Take the 'Creep' Out of Employee Performance Ratings

One of the countless complaints about performance reviews is that performance ratings are inaccurate. Whether an organization is using a traditional 5 point rating scale to evaluate performance criteria or a non-numeric determination of overall performance, the general trend is for the distribution of ratings to be positively skewed versus represent a normal bell curve.
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SUCCESSION PLANNING

Replacement Planning or Succession Planning? The Perfect Combination

Succession planning and replacement planning are both strategies that are incredibly important to the lifeline of any organization. However, these two processes are often confused, even by senior organizational leaders. Despite the focus that boards and C-level leaders have placed on organizational talent strategy, I often encounter organizations that still equate succession planning with creating a list of replacements. I refer to this approach as the "names in boxes" method of succession planning. What distinguishes the two is basically the difference between executing short-term and long-term strategies. Do organizations need to employ one or the other, or are both strategies necessary to be successful? I would argue that the two talent strategies must work together.
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PERFORMANCE MANAGEMENT

Don't Forget the People in Employee Performance Management

Employee performance management systems have received a great deal of attention in the business media over the past few weeks, as news that Microsoft, Motorola and Yahoo have made changes to their systems. The amount of commentary about these changes has been quite astonishing. Everyone seems to have an opinion about the best way to implement performance management. In fact, I chimed in myself in a recent editorial post, Don't Blame Performance Reviews, Blame Poor Leadership.
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PERFORMANCE EVALUATION

Performance Reviews for High Performers – 5 Tips for Managers

Time to Step Up Your Leadership Game Managers sometimes assume that top performers do not need as much feedback, coaching and attention as average performers. We find that managers are often on autopilot in how they manage their best performers and then are shocked to find out that their most valuable talent was dissatisfied when they leave. Performance management is even more critical for high performers because they typically contribute more than their peers, and are looking for recognition of their significant contributions and feedback on how they can advance their careers.
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PERFORMANCE MANAGEMENT

Be Thankful for Employee Performance Reviews

Although all of the performance review naysayers might have you believe that the general populace despises the practice of assessing performance, my team and I are on the front line of working with people everyday who beg to differ. It is always my pleasure to speak with employees and managers after they have received performance feedback – some of it glowing, much of it developmental and growth-oriented. During performance review and regular coaching discussions, managers consider the performance feedback from various sources and perspectives and wield it into a tool, a plan really, for moving forward. More often than not these conversations become an intensely introspective exercise that provides the spark for change. Engaging in such breakthrough dialogue is only made possible by the managers and other feedback providers who sacrificed a bit of time from their lengthy to-do list to gift this individual with direct and honest feedback on their performance. In my experience, it is something that most people take seriously, and in fact are extremely grateful to have received.
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