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Delivering an Effective Performance Review - Rebecca Knight - Best Practices

Delivering an Effective Performance Review - Rebecca Knight - Best Practices
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

Implementing Strategies in Extreme Negotiations Download the PDF of this Idea in Practice. In November 2010, Jeff Weiss and Jonathan Hughes, along with Major Aram Donigian, published an article in HBR called "Extreme Negotiations." It described the temptations we all face when negotiating under duress—for example, acting too quickly or relying too much on coercion—and suggested that the principles of effective negotiation become even more important when the stakes are high and the pressure is on. The authors used examples from military negotiations in Iraq and Afghanistan to illustrate those principles. We followed up with Weiss and Hughes to understand more about how readers could apply these negotiating principles to their own situations. HBR: In a business context, what do you define as an "extreme" negotiation? Weiss and Hughes: It's when the stakes and risks are especially high. Remind us of what the principles are. Do these strategies need to be reciprocated to be effective? W & H: No, although that is a very common concern.

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. 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.

Get the Mentoring Equation Right - Whitney Johnson by Whitney Johnson | 5:01 PM October 25, 2011 This post was co-authored with Bob Moesta. While it’s written from my perspective, he was central to the development of the idea. Bob is the Managing Partner of The Re-Wired Group in Detroit, an innovation incubator and consultancy specializing in demand-side innovation. My quandary has led to a considered, lengthy discussion with Bob Moesta, a demand-side innovation expert, about how to decide whom to mentor. Bob sees mentoring as the balance of two worlds that overlap for a period of time and a certain amount of effort. The mentee side of the equation describes: How badly does the mentee want to advance his/her career and how much ground do they feel they need to cover to get there? Drive = How motivated is the mentee? The mentor side asks: Can I help and how much effort will it require? Gap = The amount of experience the mentor has compared with the mentee. To date, I have gauged drive simply by whether someone shows up and asks.

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. Inevitably, though, a few outliers will fall below the curve. In those cases, it falls to you to deliver what no personnel manager likes to think about: a negative performance evaluation. 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.

Excellence Now by Tom Peters 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. 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. We continue to use a nine-block grid with quadrants that capture levels of performance and values not as a means of a forced ranking but as a way of facilitating differentiation. Some skills are more important than others to be a great leader.

How to Manage a Perfectionist - Amy Gallo - Best Practices by Amy Gallo | 12:13 PM October 19, 2011 Do you have a perfectionist on your team? The good news is that your direct report has high standards and a fine attention for detail. The bad news is that he fixates on every facet of a project and can’t set priorities. What the Experts Say Many people claim to be perfectionists because they think it makes them look good. Appreciate the positives while recognizing the negatives Working with perfectionists can be frustrating. Give the right job Perfectionists are not a good fit for every job. Increase self-awareness Even in the right position, perfectionists can cause trouble — slowing progress or demoralizing colleagues. Coach, if possible Not every perfectionist is coachable but it pays to try. Be careful with feedback Every employee needs feedback. Principles to Remember Do: Don’t: Case Study #1: Find a better job fit Henry Chasen,* a director at a contract manufacturing company, managed Sean* for more than 15 years. Kate also did some coaching.

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.

Saving An Iconic Brand: Five Ways Alan Mulally Changed Ford’s Culture Alan Mulally is credited with saving Ford Motor Company--and doing it without the taxpayer’s money. But what he really did was save Ford from itself. In the American automobile industry, Ford was notorious for its caustic corporate culture. Executives put their own advancement and the success of their own departments ahead of the bottom line. Applying the same methods he had used to save Boeing after the terrorist attacks of September 11, 2001 annihilated its order book, Mulally transformed this short-sighted, cutthroat, careerist culture into a model of collaboration and efficiency. Forcing everyone to “join the team” Before Mulally arrived in Dearborn, Ford meetings were arenas of mortal combat. Insisting on a rigorous reliance on the facts At pre-Mulally Ford, the truth came in many different flavors. Creating one Ford It did not take Mulally long to realize that there was not just one Ford, but many. Building cars and trucks that people actually wanted But Mulally’s plan was different.

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.

Excellence in Management: 6 Strategies to Bring Out the Best in Other People January 25, 2012 | Author: PM Hut | Filed under: Management Excellence in Management: 6 Strategies to Bring Out the Best in Other People By Rick A Conlow Abigail Adams wrote to Thomas Jefferson in 1790, “These are the hard times in which a genius would wish to live. Governmental budget deficits/cutbacksWorld political/economic instabilityEnergy issuesEnvironmental problemsShortage of skilled laborHigher taxesPrice competitionPolitical scandalsBusiness scandalsCulturally diverse work forcesTakeoversMergers and acquisitionsJob displacement due to technological advancesShrinking local marketsOverseas competitionWork ethic concerns Excellence in Management is in demand today although it is found in short supply. Famed consultant Peter Drucker said, “Don’t worry about doing everything tight, just do the right things.” Excellence in Management is not a theory but an action-oriented approach. 6 Keys to Strategies to Bring Out the Best in Other People No comments yet.

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.

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