Forward-thinking companies realize that they can’t let performance management impede managing performance. Want a tool to structure your own check-in conversation? Try this model. If you want better performers, each leader needs to be a better C.O.A.C.H.
As 2019 drew to a close, the same event was being played out across thousands of offices across the country: the annual performance review. Here’s the catch: A growing number of people are suggesting that the system of annual performance reviews is...
The annual performance review is a time for leaders to have an achievement- and growth-focused conversation, identify successes and review opportunities. While the manager creates the review, it’s imperative that the employee participate in the...
There must be a reason the majority of organizations still have some form of performance reviews. The end-of-year review is a dedicated time to discuss an employee’s past and vision for the future, including accomplishments, failures and priorities.
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.