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 […]
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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.
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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.
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If talent management is to be effective and a process-oriented endeavor, it needs to happen like that. Humans are dynamic; so is life and thus work. Because of this, feedback and coaching have to be dynamic, too—constant in nature and communicated consistently, depending on when the situation calls for it.
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A small business (or any business for that matter) is a lot like a team. You do team-building activities together, get competitive amongst each other, and push each other to be your best. And naturally, on a team, there are going to be standout players and there are going to be benchwarmers. That’s just the nature of the game.
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