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.
Recommended Performance Management Resources
Learn More about Performance Management with our Top Resources
Saul Carliner, Associate Professor of Educational Technology at Concordia University, discusses some of the basic tenets of informal learning, and puts it into context with the changing views of the 70-20-10 model. The challenge in the older ...Read more
Sarah left work exhausted. She really likes the company that she works for, but with her Master’s degree in business administration, she feels underutilized. Work is easy but repetitive, and not what she expected when she graduated three ...Read more
The Fundamentals. Back to basics. These are clichés thrown around the business world as much as they are the world of professional sports. It is so common to hear these concepts come from the pages of success stories that there must be some merit to them. But how do you go back to basics?
In this Executive Insight Video, Bill Treasurer, Author and CEO (Chief Encouragement Officer) at Giant Leap Consulting, introduces the foundational idea behind his work: Courage is the most important business virtue, and then goes on to ...Read more
It happens fairly regularly. I’ll hand my business card to someone, wait a beat, and watch them smile as they read my title - Chief Encouragement Officer.
This original research report, conducted by HCI in partnership with Knightsbridge Human Capital Solutions, explores the relationship between Career Management and employee engagement in an effort to find more effective ways to drive the ...Read more
A good practice for Human Capital executives is to stop long enough to look back on the year and determine what you intended, what changed, and where you arrived.
Managers, you may rate 10 percent of your people "superior performers," 40 percent as "exceeds expectations," 40 percent as "meets expectations" and the remaining 10 percent as "below expectations." Sound ...Read more