A common challenge in performance management is emphasizing performance and leaving potential to the wayside, chalking it up as a derivative of performance.
Traditionally, performance reviews are conducted by the functional manager to give an employee evaluation or developmental feedback. These reviews are based on a hierarchical org chart structure and are often used to determine raises and promotions.
For many leaders, performance reviews are costly and painful. Why aren’t performance reviews the development tool we need them to be? Here are six reasons.
Complaints about performance reviews are all too common in the workplace. Managers feel like they are wasting precious time going through a process that doesn’t have much meaning, and employees aren’t receiving feedback that helps them to grow and...
Zugata, the performance management software company that helps organizations build high-performance cultures, today announced a set of key capabilities.
Today, it’s common to hear “360 feedback” when receiving feedback from anyone using anything other than a self-assessment, but it’s important that the term include the immediate manager, direct reports, and possibly peers and oneself.
At the end of the day, all businesses are left with one sole differentiator that will separate them as employer of choice for years to come: their people.
Impraise, The People Enablement Platform, raised $10.6 million in Series A funding. The investment is led by Keen Venture Partners (KEEN) with participation from existing investor, HenQ.
Many managers lack courage and avoid difficult conversations about performance. Those are not reasons to eliminate a system that, theoretically, is intended to recognize performance and provide a forum to discuss a person’s development.