In my last blog post I promised to share some findings from our research into how HR can make Annual Performance Reviews something that people really want to engage with. And I also promised I’d tell you about a webinar where you
“Never turn your back on a boomerang.” I was going through the ordeal of my Annual Performance Review and this phrase on my boss’s coffee mug struck me as tremendously funny. I still find it quite amusing but on that
“You’d better make this investment worth our while. You’re asking us to give up the equivalent of five years of our senior leaders’ time to learn how to have better performance conversations. That’s a big ask.” I’m not sure I’ve
“I’ve got to let you into a secret. I never liked the whole formal performance management thing – and it’s not just because the managers hate me for nagging them about it!” The Head of HR who made this confession
I once worked with a manager who never gave his staff realistic annual performance reviews. Everyone was apparently performing equally well. Eventually problems began to surface, so the director of HR sat down with him to find out why he hadn’t
It’s that dreaded time of year again – performance review time. Otherwise known as the yearly (or half-yearly) point at which the HR team and line managers do battle. HR want managers to get all their performance reviews completed on
If you are a regular reader of the CommsMasters blog, you’ll already know that I have a strong negative reaction to overly-structured, form-focussed performance review processes. Instead, the critical focus should be on the conversation that takes place between the
Hands up all you leaders out there who look forward to the annual round of formal performance reviews. And hands up everyone in Human Resources who enjoys the annual game of chase-up-the-leaders-who-haven’t-done their-performance-reviews. No one? Really? It’s surprising how this
Mercer’s 2013 Global Performance Management Survey reports that only 7% of managers were felt to be “highly skilled at having candid dialogue with their direct reports about performance”. The same survey found that approximately one in three organisations worldwide said
Do leaders in your organisation ignore poor performance for too long – or indeed completely? Chronic failure to tackle underperformance is potentially the biggest waste of resource in business today. And it’s a problem that is recognised and talked about