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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Learn More about Performance Management with our Top Resources
Self-awareness is a key ingredient to success at work. It is hugely helpful to know your own strengths and development areas, also how others perceive you.
Rapid advances in technology have transformed the workplace in recent years. Technology has changed the way we learn. The explosion of technology has impacted the way people communicate and collaborate. Common examples of different tools are ...Read more
Employee use of social media has been a controversial topic over the past year, and one I’ve covered several times in this blog. While I oppose company policies that unfairly limit employees’ rights to express themselves online, ...Read more
With cloud, mobile, social and big data advances all happening at once and at lightning speed, how will shifts in technology impact the way businesses are run? According to Ginni Rometty, the first female CEO of IBM, it will change everything.Read more
“Painful,” “too much effort,” “not popular,” “a necessary evil”—Do these words come to mind in thinking about your organization’s approach to managing employee performance? These are words that APQC employees, managers, and leaders used to describe APQC’s pre-2012 approach to performance management.
This is the blog post I never expected to write. Really. For most of my working life I’ve been blissfully oblivious to women’s workplace challenges. I am just another garden variety dunderheaded guy, prone to ignoring and dismissing women’s issues, and admittedly, sometimes women.
When a new role is created in an organization, the wheels of talent recruitment and acquisition start spinning.
I’m not a big fan of leadership theories or any of the mysticism that surrounds what makes a great leader. Yes, we need people to direct employees and inspire others in the organization (personally, I think the second one comes from individual employees, but that’s a topic for another blog post), but exotic hypotheses about how this works have not been supported.