Beyond the annual review, performance management should include ongoing feedback, goal-setting, coaching, strengths-based development, and recognition and rewards – and managers must be held accountable for these outcomes. Learn how performance management can be integrated with strategic organizational goals, rewards and recognition programs, and development and succession plans. With the help of performance management systems and social technology, you can make performance management part of day-to-day leadership.
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Check out this case study from T-Mobile about how they conduct ongoing performance management for a more agile and dynamic workplace.
Performance management is broken. It’s time consuming, no one enjoys it, and it doesn’t get the intended results. In order to fix it, we must replace bureaucracy and complexity with frequent conversations and manager ownership. But ...Read more
Click to view our 2015 research projects on the hottest topics in talent management.Read more
If you are looking to do away with your current process completely or are simply thinking about revamping it, your goal should be to expand the range of feedback employees receive, add credibility and transparency to the process and reduce the time it takes to prepare.
Performance management is THE topic for discussion for HR right now. Organizations are taking a closer look at their performance management processes and deciding what to keep, revise, or remove. Besides being the second most disliked activity by ...Read more
Susan Scott, Founder & CEO of Fierce, Inc. discusses current performance reviews in business today and how they need to change. Scott will share some actionable tips on what leaders can do differently to make the most impact.
In this signature research, conducted in partnership between the Human Capital Institute and Lee Hecht Harrison, we explore the current and planned future state of performance management and the importance of manager accountability. In a study ...Read more
If the traditional, annual way of approaching performance management is not working and managers are not engaging their employees in regular performance and development discussions that they crave, how can we expect our employees to be engaged, perform well, and develop their potential? More importantly, what are organizations doing to make sure managers are held accountable for performance management and as developers of talent?