Fostering a Growth Mindset: A New Approach to Employee Performance. For today’s businesses, growth and innovation go hand-in-hand. The same is true for individuals. People develop and advance professionally by being willing to move beyond their comfort zones to try new things, embrace new ideas, and expand their skills. Fostering a growth mindset can be tremendously valuable for employees, as well as for their organization—but it doesn’t happen automatically. In fact, neuroscience shows that even the act of undergoing a traditional performance review can lead people to shrink from perceived risks, making them less innovative and productive. That’s why Citrix is changing the way we approach employee performance, development, and rewards to be more aligned with our strategy. Our new approach is based not on high-stakes annual meetings, but on high-quality conversations throughout the year that are designed to motivate people toward creativity and excellence.
Crossing the line of courage At Citrix, humans still rule No sandwiches. 10 Steps to Performance Reviews. Managing Difficult Conversations at Work. The Art and Science of Talking About What Matters Most Difficult conversations about performance are challenging because they surface in us concerns about losing control, emotions running high or inviting defensive reactions from others. They’re problematic because we miss opportunities to learn and change, promote a culture where underperformance is tolerated and create resentment between colleagues. Here’s an approach that will help you manage yourself, improve mutual learning and reach successful outcomes. Why Difficult Conversations Are Challenging and Problematic Imagine one of your direct reports feels their performance levels are consistent with their peer group, they have expectations about their career progression within the organisation and also about their bonus entitlement.
You on the other hand see things differently. Unilaterally Controlling Mindset We are all susceptible to a particular way of thinking when confronted with difficult or challenging conversations. 1. 2. 3. 4. Russellfearlessreviews. The Annual Performance Review: Old-school or Timeless Tool? - Eagle Hill Consulting. 5 Ways To Make Employee Performance Reviews Better For Everybody - Questback. In recent years, there’s been a continual and growing number of calls for death to the performance review.
But the real issue isn't with employee feedback itself - far from it. The real issue is the manner in which too many companies still approach it. A 2013 Forbes post by HR analyst Josh Bersin broke down the issue with great clarity pointing out that the true problem is that many organizations are using the same approach to performance reviews that they’ve used for decades. This out-dated model is built on the idea that once-a-year feedback enough. Which is where the idea of the dreaded performance review comes in. Managers hate performance reviews. It doesn’t have to be this way.
Here are five ways to make your employees stop dreading, and actually start to enjoy, performance reviews: 1. Feedback is a valuable and necessary part of departments and teams being able to met unit or corporate goals, so only really talking about performance once a year does everyone a disservice. 2. 3. 4. Forbes Welcome. Evaluations should nudge growth, not beat up or coddle (essay) | Inside Higher Ed. Take out your deflector shield, those about to be evaluated. Go right for the jugular, raters everywhere. Just kidding, of course. And yet: When you hear the word “evaluation,” do you think: “contention”?
Or “this could be good for all involved”? There is little that is funny about evaluations; they can be stressful, with promotions, GPAs and careers on the line. If you have been on the receiving end of unfair evaluation, you may still feel aftershocks. If your assessment acumen has been challenged, you may likewise be reeling. If evaluation can help nudge growth, activate potential and genuinely reduce deficits, it can be kinder and more effective. Use a sound instrument. Pretty fundamental is the rating instrument. At one school where I taught, a nationally normed instrument was adopted, and – wisely – the department offered sessions to explain how it differed from the former tool. Know your rater/ratee. Evaluation duet – it’s mutual. So much in academia depends on collaboration.
Are You Missing the Two Most Important Steps in Giving Feedback? (No Comments) Do you struggle with giving candid, constructive feedback? Read on if you answered, “Yes.” If you’re like most managers and leaders, you have the best intentions when you are giving feedback. You want to communicate clearly and constructively without damaging the relationship, ultimately improving performance. As you know, this can be easier said than done. So, as a feedback provider, what can you do to set up the conversation for success? 1. When you are giving feedback, be sure to state the behavior you observed in objective terms. Let’s use Jane as an example. Instead, focus on the sharing the facts without sharing your interpretation. 2. Sometimes you can focus so much on communicating the behavior that you may overlook the importance of explaining its impact.
Building on Jane’s situation above, here are some examples: “Jim is embarrassed and does not want to attend future team meetings.”
Accountablity. Employee Accountability - The Performance Accountability Process. Performance Accountability - How to Keep the Problem Performer On Track for Improved Performance No one disputes that the productivity of employees is an essential element in the profitability of their business. A major factor in low productivity is the problem employee, whose work performance is below standard or whose actions have a negative impact on other employees. Why are there problem performers in business today? Many supervisors either avoid confronting them or lack the skills to hold successful accountability discussions with them. Ultimately, the performance discussion becomes confrontational; the employee gains control of the discussion and the discussion is destined for failure. As in Performance Coaching, the goal of the Performance Accountability process is for the Performer to take responsibility for his or her behaviors and develop solutions that stick. Performance Accountability The first step in Performance Accountability is called “Set the Stage.
" Set the Stage.
Possilble topics. Mid year 2013. Motivation. Coaching. Questions. Pull vs Push. Performance Management Session #1 at Lafayette - HayGroup-Managing-Performance.pdf.