The traditional performance management process is no longer a fit when it comes to ensuring people receive regular feedback and have the tools they need to be in the driver’s seat in their careers.
Where feedback is actually practiced, results have been positive: Many leaders at all levels are happy to see how useful employees find it and to see its impact on business results and employee retention.
M. Tamra Chandler, founder of the thriving consultancy PeopleFirm, and co-author Laura Dowling Grealish tell us we can take the sting out of feedback and make it what it should be: a positive and healthy experience for the Extender, Receiver, and Seeker.
When using a 360-degree feedback survey, after all parties (peers, direct reports and managers) complete the evaluation, effective delivery of the data gathered in the survey is critical for the employee to be able to use it for growth and development.
As learning and development professionals, we invest so much time on others’ career development that we often neglect our own. Let's change that. Regardless of when your next appraisal is, make sure you’re setting yourself up for success.
Every member of your sales team may struggle with a unique set of challenges. Classifying them into different sales personas not only helps you identify the root of the problem but also helps you manage the sales team more effectively.
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.