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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

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.

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.

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.

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.

The Myth of the Bell Curve The Five Conversations Framework - From MindTools.com 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:

Recognizing Employees Is the Simplest Way to Improve Morale Recently I’ve been undergoing treatment for cancer, and have had access to a leading oncologist at a world-renowned medical center. At one point during a visit, we discussed how long she’s been practicing her specialty. She said she’s been at the same hospital for more than 40 years. Then I asked what her employers had given her to note that amazing milestone — four decades of saving lives! With a shrug of acceptance rather than indignation, she laughed and showed me a plastic key chain that had been mailed to her. If even doctors who save hundreds of lives each year are getting plastic key chains, it’s no wonder most workplaces suffer from what I call a “recognition deficit.” We need to recognize the tremendous value people bring to their work, regardless of their role in the organization. According to a survey recently commissioned for my new company OGO (O Great One!) The good news: It’s both simple and inexpensive for leaders to solve the recognition deficit in their organizations.

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