Whether conscious or unconscious, everyone has bias. To say otherwise is to ignore the brain’s innate tendency to make connections and “fill in the blanks” based on previous experiences or perspectives to come to faster conclusions.
To learn more about what makes an effective performance review, what doesn’t, and how to train managers on giving performance
Performance management is as simple as achieving agreed-upon goals — something that is important for individual and organizational success. If it’s that simple, why does it feel so hard? The answer is to focus on performance development.
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.