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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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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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PERFORMANCE MANAGEMENT

Competency Model of a Bad Boss

The next time you have a moment to spare and have grown tired of reading online news and checking social media, do a search on "characteristics of a bad boss". The lists, articles, stories and images that will surface will likely make you laugh. There is no shortage of examples of what it's like to work for a bad manager. One of my favorite lists of characteristics was published on Forbes.com - 31 Telltale Signs You Are A Horrible Boss. Great list - but my guess is that if you are a horrible boss you will not likely see these telltale signs in yourself.
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PERFORMANCE MANAGEMENT

Feedback Now: We All Love Continuous Performance Feedback

Feedback Now: Because we all <3 spreading feedback What do you get when you cross the anonymity of 360 Feedback with the social media savvy set?
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360 DEGREE FEEDBACK

Product Feature Spotlight - 360 Feedback Focus Areas

viaPeople's 360 Degree Feedback Solution Makes It Easy to Identify Strengths and Development Needs One of the benefits of the 360 degree feedback process, whether used to support development or as a part of the formal performance evaluation, is the opportunity for individuals to gain new insight into their key strengths and opportunities for improvement.
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SUCCESSION PLANNING

Identifying and Removing Blockers Using the 9 Box Grid

What is a Blocker? A blocker is an employee who is preventing or “blocking” others from moving into a key position. Key positions serve as critical steps in a career path or offer a unique set of developmental experiences required for other roles in the organization. Companies should seek to fill key positions with high performing, high potential employees. We use the term blocker to describe individuals who are performing at or above expectations in a key position however they do not want to move out of the role for a variety of reasons. The individual may enjoy the role, may not have a desire to work additional hours or relocate, or do not have an interest in learning new skills and taking on additional responsibilities. The lack of desire to take on a new role or move to a new position limits their future potential, as well as the potential of others in the organization.
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360 DEGREE FEEDBACK

Product Feature Spotlight - Performance Rating Calibration

viaPeople's Rating Calibration Feature Instantly Compares Performance Across Teams HR software should not only make things easier but also help you to improve your processes. viaPeople's team of Industrial Organizational Psychologists have designed the Performance Rating Calibration feature to ensure consistency and fairness in the evaluation of critical performance factors. Here is how it works:
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