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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Recently, Symetra went through a rapid shift away from traditional performance management to a philosophy built on real-time feedback and recognition. In less than 18 months, we evolved from an annual cycle built around a performance rating to a ...Read more
Traditional performance management is linear. The emphasis is on the process and is treated as such by everyone involved, including HR, managers, employees, and executives. A box is checked and everyone quickly moves on to business as usual until ...Read more
This session will provide insight into moving beyond performance management by creating an environment that focuses on the employee experience continuum encompassing performance, development and ultimately career growth.
Sue will provide a ...Read more
This session will provide insight on decoupling pay from performance by exploring how to craft a program that administers pay separately from performance.
I will provide a “how to” approach on compensation administration using a ...Read more
There are many not-so-secrets to Facebook®’s apparent success as an organization, and perhaps chief among them is its rather open fixation on being an organization in which everyone is seen and expected to behave as an owner and, in so ...Read more
Traditional performance management practices are evolving to support the development of agile, curious, digital-era leadership. In a time of complexity and ambiguity, organizations must evolve the way they support the growth of their ...Read more
Complaints about performance evaluations are nothing new. Employees think the process is demeaning. Managers and supervisors find them burdensome and ineffective. Lawyers tell us the forms work against us in court. So, we throw up our hands and declare we’re done with them. But before long, we return to the same ritual.
When it comes to having difficult conversations with your employees, do you feel like you’re up to the challenge? In the workplace, as in our personal lives, tough conversations are essential for growth.