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Delivering an Effective Performance Review - Rebecca Knight

Delivering an Effective Performance Review - Rebecca Knight
It’s performance review season, and you know the drill. Drag each of your direct reports into a conference room for a one-on-one, hand them an official-looking document, and then start in with the same, tired conversation. Say some positive things about what the employee is good at, then some unpleasant things about what he’s not good at, and end — wearing your most solicitous grin — with some more strokes of his ego. The result: a mixed message that leaves even your best employees feeling disappointed. But if you take the right approach, appraisals are an excellent opportunity to reinforce solid performers and redirect the poor ones. What the Experts Say For many employees, a face-to-face performance review is the most stressful work conversation they’ll have all year. Set expectations early The performance review doesn’t start with a sit-down in the spare conference room. Hold your ground The hot button issues associated with performance reviews are money and rank. Do Don’t Related:  Performance Evaluationsoft skills

Ditch Performance Reviews? How About Learn to do Them Well? - Maxim Sytch and D.Scott DeRue by Maxim Sytch and D.Scott DeRue | 10:23 AM June 22, 2010 Few activities in a workplace polarize like performance reviews. Some see them as subjective and ungrounded, one-sided and boss-dominated and something we should do away with entirely, an opinion put forth most recently in a Wall Street Journal article. Others find them an invaluable tool to develop employees and move the company forward. Our view? To learn to conduct performance reviews well, you need to know the key reasons they are so challenging, frustrating, and yes, generally disliked. The three challenges: 1. 2. 3. So those are the biggest and most-consistent challenges to performance reviews. 1. 2. Also, use concrete events or behaviors to support your evaluations. 3. 4. Maxim Sytch is an assistant professor in the Department of Management & Organizations, Stephen M. D.

HR Diplomacy 101: How to Break Bad News in an Employee Performance Evaluation - Hcareers If most personnel managers could have it their way, every employee performance evaluation would be chock-full of “excellents” and “outstandings,” five-star ratings, and glowing feedback. Unfortunately, in the real world, it doesn’t always work out like that. The law of averages dictates that most of the workers you evaluate will fall somewhere in the middle of the performance spectrum, demonstrating a mixed bag of successes and failures, achievements and challenges. Let’s face it -- no one really relishes being the bearer of bad news. But for personnel managers, the task of doling out unpleasant truths is just part of the terrain. A negative performance review shouldn’t come as a shock. No one likes delivering bad news, but “bad news” is in the eye of the beholder.

The Secret Ingredient in GE’s Talent-Review System - Raghu Krishnamoorthy by Raghu Krishnamoorthy | 10:00 AM April 17, 2014 GE is often highlighted as an organization that develops some of the most effective leaders. Most companies have a version of the talent-review system we use at GE. But judging from what I hear from managers of companies that visit us to benchmark our system, the difference between our approach and theirs does not lie in forms, rankings, tools, or technologies. It lies in the intensity of the discussion about performance and values. As the custodian of the talent-review process, I have been lucky to observe this at close quarters. It starts with the attention given to the individual appraisal. It is not uncommon for a manager’s assessment and feedback to be questioned by his or her own manager, if the commentary does not appear to reflect the individual accurately. Most of our leaders, including the chairman, spend at least 30% of their time on people-related issues. Some skills are more important than others to be a great leader.

Constructive Criticism: How to Give Negative Feedback Praising good performance is easy, but what about those times when someone on your team needs a kick in the butt more than a pat on the back? In that case, you'll need to give some negative feedback--and do it without demotivating or demoralizing the other person. This post explains exactly how to do this. Before we get started, though, it's important to remember that the goal of feedback is not to tell people what to do or how to do it. That's mistaking the process for the goal. The actual goal of feedback--even negative feedback--is to improve the behavior of the other person to bring out the best in your entire organization. With that in mind, here are the 10 rules: 1. When a work environment becomes filled with criticism and complaint, people stop caring, because they know that--whatever they do--they'll get raked over the coals. 2. Changes in behavior are more easily achieved when negative feedback is administered in small doses. 3. 4. 5. 6. 7. 8. 9. 10.

Do You Make it Too Hard to Get Promoted? For those who lead companies, how difficult do you make it to promote someone? Is all the effort worth it to your managers, supervisors, and the person themself? Or are you practically posting an Exit sign for your most ambitious, talented workers, who will inevitably seek jobs elsewhere? Here are a couple of promotion practices that may be out of date and hindering your efforts to keep employees engaged, contributing, and moving up the ladder. Promotions happen only once a year. In corporate America, there's a long-standing practice of doling out promotions once a year at annual review time. Nowadays, we move fast. An employee might be ready for a promotion in February. True, many of us are still using this once-a-year promotion schedule because we're tied to it with budgets, approvals, and so on. Job descriptions and skills are not defined. In many organizations, it's unclear how to even get promoted.

Truth or Consequences: How to Give Employee Feedback - Expert Advice Summary: If you want to improve employee performance through the use of performance appraisals or employee reviews, you must be able to provide employee feedback in a way that is non-threatening and helpful. Here's how. In the bestseller, Good to Great, Jim Collins discovered that, "the good-to-great companies continually refined the path to greatness with the brutal facts of reality." And, in his recent autobiography, Jack Welch reports that he spent about half of his time on people: recruiting new talent, picking the right people for particular positions, grooming young stars, developing managers, dealing with under performers, and reviewing the entire talent pool. Says Welch, "Having the most talented people in each of our businesses is the most important thing. Why is it that many of us put off giving feedback to our employees even though we intuitively know that giving and getting honest feedback is essential to grow and develop and to build successful organizations? 1. 2. 3. 4. 5.

The corporate kabuki of performance reviews Not exactly a state of mind anyone wants to have. But we don’t need neuroscience to tell us why the annual performance review song-and-dance is so universally reviled. We have our own reasons: the endless paperwork, the evaluation criteria so utterly unrelated to our jobs, and the simplistic and quota-driven ratings used to label the performance of otherwise complex, educated human beings. And then there’s the buggy software and tedious online tools that make what should be a simple process-sitting down for a cup of coffee to talk about how things are going-downright exasperating. What makes this annual rite of corporate kabuki so baffling is that those of us getting and giving reviews aren’t the only ones who hate them. They’re wildly inaccurate, for one: CEB’s research finds that two-thirds of employees who receive the highest scores in a typical performance management system are not actually the organization’s highest performers. One answer is we always have.

A hard look at the soft side of performance – Strategy – CSCMP's Supply Chain Quarterly Strategy By Kate Vitasek and Tracy Maylett, Ed.D. | From the Quarter 4 2011 issue Supply chain scorecards typically focus on operational metrics. But if companies want to capture a true picture of supply chain success, they need to measure employees' interpersonal performance, too. For decades, the standard approach to performance measurement has been based on the acronym "SMART": Specific, Measurable, Actionable, Relevant, and Timely. Soft considerations include interpersonal skills, such as leadership, developing and managing relationships, accomplishing team and individual goals, collaborating effectively, and communicating clearly. Article Figures For this reason, we challenge practitioners to rethink their performance scorecards. Why measure the softer side of business? Operational analysis is a top priority in today's business environment, which has driven companies to manage by the numbers and emphasize bottom-line results. Which "soft" skills should you measure? Endnotes:1.

The Myth of the Bell Curve Soft Skills List - 28 Skills to Working Smart I originally published this soft skills list in June 2011. I am honored to discover that more than 500,000 of you have since read my soft skills list and found it helpful. There are 28 soft skills essential to your career success. What are Soft Skills? For a skill to be considered a soft skill, it needs to have three characteristics. Other experts agree. Based on 20 years of working experience, I define 28 soft skills that every professional should develop – 10 Self-Management skills and 18 People Skills. Soft Skills List – Self Management Skills Self-Management Skills address how you perceive yourself and others, manage your personal habits and emotions and react to adverse situations. Growth mindset – Looking at any situation, especially difficult situations, as an opportunity for you to learn, grow, and change for the better. Soft Skills List – People Skills “Tribal” – List of people skills that you will not find in any job descriptions. I know this is a daunting list. – Lei Like this:

The Five Conversations Framework - From An Alternative Approach to Appraisals © iStockphotoRrrainbow Invigorate your performance reviews with good conversation. Imagine it's time for your team members' annual performance reviews. In your mind's eye, a member of your team is sitting across from you. Now let's get back to reality. In this article, we identify the shortcomings of traditional performance reviews, and we'll explore how you can use an approach called the "Five Conversations Framework" to promote dialogue, increase positivity, and build better relationships with your people. About the Tool Dr Tim Baker is a consultant and the managing director of Winners at Work Pty Ltd, a leadership development and change management company. In this book, Baker tells of how he spoke to thousands of HR professionals around the world, and discovered that many managers and employees see performance appraisals as nothing more than an empty, bureaucratic exercise imposed on them by HR. Baker says the standard performance review can be: Tip:

How to Develop Your Interpersonal Skills If you’ve been looking for a job recently or are hoping for a promotion, you’ve probably heard a lot about interpersonal skills. Defined as the skills that help a person interact with others, social skills are a must-have for anyone who wants to be successful in a position that requires them to interact with others. Since most jobs require this, they are required for almost every line of work. For some, soft skills come naturally. For others, however, interpersonal skills don’t come naturally. Where Do I Start? 1. To develop your interpersonal skills, you should begin by identifying the skills that really cause you to struggle. If you are unsure, it can help to ask someone you trust (Tip: it’s not easy to hear about one’s faults but if the person you are talking to is someone you trust this is very valuable information that can help you greatly). - Communication Skills - Conflict Resolution - Assertiveness - Persuasive Skills Others struggle most with just “reading” people. 2. 3.