By that, I mean if you had to choose ONE GOAL of performance management in your company, what would it be? Not a list of 25 things like one of those terrible, contradictory, all-over-the-place job descriptions...
Continue reading →
Goals define desired outcomes. They are the building blocks for performance planning, appraisal and improvement. If this isn’t reason enough to pay attention to goals then consider Parkinson’s Law. It states that work expands to fill the time available; that without goals people will occupy themselves with activities that keep them busy, usually on activities they are most comfortable doing, […]
Continue reading →
It’s easy to use compensation to motivate some employees—especially those whose roles are performance-based or work for commission. But how do you put fire under the seat of those who aren’t in commission-based, numbers-oriented roles at your company? Are big bonuses enough to drive high performance for those employees? Will a yearly check that’s really based on company performance and […]
Continue reading →
Employee loyalty stems from an actual interest in the industry, organization, or position. Plus, that interest probably should be reciprocated from employer to employee as well. If that wanes or was never there in the first place, loyalty suffers. There ceases to be a reason for the employee to care outside of a paycheck.
Continue reading →
No one really likes performance reviews. They can make you and the person who’s being reviewed feel like you’re heading to your own execution if approached the wrong way. But, you can change that vibe of traditional performance reviews by focusing on the positives, and integrating areas the employee can grow at the same time.
Continue reading →
Follow us