In part 1 of this article, we explored what design thinking is and how it can be valuable. Here, we will explore how to implement design thinking at your workplace.
Tag: Performance Management
In an illuminating TED Talk, “The way we think about work is broken,” Barry Schwartz encourages us to think about whether it’s human nature that creates institutions or institutions that shape human nature. In traditional factory lines, work was simply based on the exchange of labor for money. However, money doesn’t have to be the […]
The best way to demonstrate the value of your performance management system is to link it to business impact. To do so, learn how to calculate the cost of employee turnover, engagement, and productivity, and use these key performance indicators (KPIs) to measure the return on investment (ROI) of your new performance management system.
Performance management is like Internet access: essential to the daily operation of any business but taken for granted until it stops working. While everyone understands why you need consistent and high-quality broadband, the obvious benefits of good performance management often go unappreciated.
In a previous post, we discussed the results of the State of Continuous Performance Management Survey. The survey results showed significant reductions in some of the negative impacts of only performing annual reviews when companies instead utilized what is known as continuous performance management.
Feedback is crucial to employee development, both to reinforce positive behaviors and to address and correct negative behaviors. Additionally, regular feedback is important in helping employees advance in their careers within the organization. Unfortunately, many organizations continue to limit their formal employee feedback to an annual review.
The days of formal in person meetings between managers and employees discussing performance management are largely over. With the introduction of new technologies, global competition, and changing consumer demands, that process no longer seems to ensure high employee performance.
In part one of this article, we heard from Karina Young, People Operations Manager at Khan Academy, on the topic of finding a good balance within performance management programs. Today, we’ll hear more from her concerning helping managers become better, getting the help you need, and starting performance management on day one.
It’s easy to blame employees for their underperformance, especially when their managers are doing the same. The truth, though, is that sometimes it’s the managers themselves who are at the root of the problems.
Nearly everyone has opinions—and complaints—about performance management. The annual performance review in which employee and supervisor fill out a form and sit down for a talk is rapidly going out of style. Although that system addresses an employee’s strengths and weaknesses and may even include a discussion of goals for the future, it’s increasingly seen […]