Human ressources - Employee performance
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Employee - Mistakes
11 mai 2011 A l’occasion de l'entretien annuel d’évaluation, des employeurs collectent des informations sur leurs salariés. Qu'ont-ils le droit de conserver ? Comment peuvent-ils utiliser ces informations ? La CNIL fait le point sur les droits et obligations des employeurs en matière d’évaluation de leurs salariés.
L’évaluation des salariés : droits et obligations des employeurs - CNIL - Commission nationale de l'informatique et des libertés
Human ressources - Employee performance - Management
Engagement to Results: conquering the feedback challenge
Creating a feedback culture in the workplace is key to driving employee retention, engagement, and ultimately, the success of your business. Still, most organizations struggle to provide their people w Creating a feedback culture in the workplace is key to driving employee retention, engagement, and ultimately, the success of your business. Still, most organizations struggle to provide their people with the timely, ongoing insights they need to stay on track.
When Smart People are Bad Employees // ben's blog
In hi-tech, intelligence is always a critical element in any employee, because what we do is difficult and complex and the competitors are filled with extremely smart people.
When you’re in startup mode, it’s easy to put all your focus on the fundamentals of getting your product or service to market. You’re concentrating on so many things, including market research, financing, marketing, and of course sales. In the early days, employee performance management can seem like administrative overhead; something you don’t need to even think about until your business is larger and well established. What this thinking doesn’t consider is that, ultimately, your employees are your only true, sustainable competitive advantage. You need solid people management practices, right from the start, to ensure you get the most from this strategic asset. There are 3 basic performance management practices every company should address, regardless of their size.
Achieving Success with Good Employee Performance Management
Some People Are Indispensable, But No One Is Irreplaceable
Reginald Martinez Jackson was a perennial major league baseball all-star throughout most of his 21-year career. Reggie earned the nickname “Mr. October” because of his consistent ability to hit home runs during clutch situations in playoff and World Series games, which contributed to his teams winning five Championships. He was also often referred to as a “hotdog” for his self-promotional antics and lackadaisical on-field play. When teammate Darold Knowles was asked about Reggie’s hotdog status, he replied, "There isn’t enough mustard in the world to cover Reggie Jackson.” In addition to his reputation as a showoff, Reggie was renowned for deriding his teammates in the press and initiating clubhouse fights.HOW TO: Set Performance Standards for Your Startup's New Hires
This post originally appeared on the American Express OPEN Forum, where Mashable regularly contributes articles about leveraging social media and technology in small business. New hires learn the ropes of a new company in a variety of different ways. Some methods are formal, others are informal, but either way, the new employees are provided the important and essential information they need in order to be a productive member of the team. It’s extremely important to understand exactly what employees need to know in order for them to become valuable team members. But companies also must learn when an employee needs to know the information and what is the best method to convey that knowledge to a new hire. One crucial aspect of the “knowledge and information” we’re referring to is company performance standards, the things a CEO comes to expect from everyone working at the company.
We’re not big fans of what I consider “vertical” ambition—that is, the usual career-path trajectory, in which a newbie moves up the ladder from associate to manager to vice president over a number of years of service. On the other hand, we revere “horizontal” ambition—in which employees who love what they do are encouraged to dig deeper, expand their knowledge, and become better at it. We always try to hire people who yearn to be master craftspeople, that is, designers who want to be great designers, not managers of designers; developers who want to master the art of programming, not management.
Quote: We’re not big fans of what I consider… - (37signals)
People Management: Startup Teams Should Dip but not Skip | Both Sides of the Table (Build 20100722155716)
We all like to think of startups as “non hierarchic” organizations and to some extent that should be true.
I'm a fan of 360 reviews for companies of all shapes and sizes. I was talking to the CEO of one of our portfolio companies yesterday about his company and he said "we have about 50 employees. is it time to do 360s?" I told him that he was well past the point where he should start them. He asked for some suggestions for web software to use.
A VC: 360 Reviews
Human ressources - Management - Goals management