One goal of performance management (PM) is to elevate employee performance through transparent and timely feedback. As such, many firms invest in developing managers’ skills in these areas. Amazon recently received criticism about one aspect of its PM practices: the firm’s performance improvement plan (PIP) called Focus. As the company describes it, Focus is a way to help underperforming …
This article, by Stacia Sherman Garr of RedThread Research, shares four strategies to adjust performance management (PM) practices for a hybrid work world. In particular, it helps minimize the risks of unintentionally disadvantaging people—from a PM perspective– through hybrid work arrangements. Said differently, it provides the opportunity to enable people to do their best work and …
One goal of effective performance management (PM) is to provide objective and fair performance feedback. And while managers seek to achieve this goal, PM is imperfect and subject to bias. In this one-hour webinar, Angela Lane and Marc Effron offer various tactics for reducing PM bias. One tactic is to use process design as a …
Many firms continue to rethink their performance management (PM) practices as they adjust to new realities. And one learning during the pandemic is how quickly performance goals can change due to fast-changing priorities. As firms recognize the need for agile PM—including shifting goals and objectives rapidly as needed—this article provides a few ideas. The article …
Few would dispute that receiving honest and timely development feedback positively impacts an individual’s work performance, professional growth, and career opportunities. And while most organizations tout the importance of development feedback, this new research suggests that women tend to be given less actionable and less effective feedback than men. The authors identified four differences in …
Before the pandemic, many organizations had made adjustments to their performance management (PM) approaches to reflect new workplace dynamics. Despite these improvements, the pandemic has generated new opportunities to reimagine PM once again. And as firms optimize their PM while eliminating unnecessary complexity (or enabling simplicity), this article identifies one opportunity for doing so: eliminating self-reviews. It …
As work becomes more team-based and interdependent, and managers have less direct visibility into their teams’ day-to-day interactions, high-quality peer input has become a useful source of effective performance feedback. This article proposes a socially-based performance feedback approach that captures employees’ performance from a larger group of people with whom they work regularly. And while peer feedback …
Determining how to evaluate and reward employees fairly can be challenging at any time. However, the pandemic has presented conditions that make the fair evaluation of employee performance even more arduous. And as managers are in the process of year-end performance evaluations, these challenges are likely to give rise to performance management bias (PMB), resulting …
Performance management (PM) typically receives increased attention this time of the year as organizations conduct year-end performance discussions while preparing to set goals for the upcoming year. Although PM fundamentals haven’t changed much, the crisis has forced firms’ to reevaluate their PM practices to better respond to their organizations’ current context. Questions that arise range …
In this 55-minute webinar, Josh Bersin shares his findings and insights into what performance management (PM) practices can be changed or adopted to drive results since the pandemic. And since PM can be an overly complex process, Josh discusses how firms can simplify the process and get it down to four foundational elements: 1) Setting Goals , 2) Learning, 3) Feedback …
Copyright ©2022. All Right Reserved.