Why on-going feedback and coaching is crucial for accelerating performance for all types of employment arrangements
How internal mobility and development are highly dependent upon performance management efforts aligned to strategic business objectives and relevant processes
What new processes can create transparency, fuel future performance based on strengths, or predict future performance levels
Will you advocate for or against abandoning reliance on the annual performance review? There are many reasons talent management professionals are debating this topic – with research indicating that people’s strengths generate their best performance and are responsible for the most improvement in their performance outcomes. It is well understood at the formal annual report card does not create value equivalent to the resources invested to carry out the process. We know employees have a strong desire for real-time feedback in their search of meaningful work. So how do we make solving these challenges the central focus to creating value through performance management?
The opportunity to achieve objectives meaningful to the organization and the employee are further complicated by the gig economy. As employees move in and out and within the organization, leaders must find ways to quickly ramp up the relationship and trust while putting greater emphasis on the integration of performance conversations and personal development. Coaching skills of leaders must be honed to ensure engagement and productivity between and among teams. The presence of freelance workers within the organization amplifies the need for leaders to quickly articulate expectations of the job and host insightful conversations, drive strategy execution by delivering feedback and development opportunities, and gather and share the most detailed view of available talent.