viaPeople Insight - Performance Management & Succession Planning Blog

Three Reasons Why Managers Avoid Performance Reviews

Posted by Karen N. Caruso, Ph.D. on Tue, Aug 18, 2015 @ 09:00 AM

We all know that formal performance review discussions between managers and employees are just one component of an effective performance management process. The performance review discussion can be a powerful tool in building the employee-manager relationship when it is part of a continuous performance management strategy.

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Topics: Performance Management

Using Norms/Comparison Groups in 360 Degree Feedback

Posted by Karen N. Caruso, Ph.D. on Tue, Aug 11, 2015 @ 09:30 AM

360 Feedback Norms - Distraction or Helpful Context?

It is natural to want to know how you compare with others, especially when receiving feedback on your leadership skills. 360 degree feedback is about individual self-awareness, change and development. As such, one could argue that when an individual is provided with comparison information it provides an opportunity to focus on how they compare to others versus their own strengths and opportunities for improvement. Consider a leader who receives feedback that puts them “above average” relative to those in their comparison group. Their relative ranking as compared to others may cause them to be less motivated to continuously improve their skills as they do not see a need for change. So, should we avoid the use of normative information in 360 degree feedback?

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Topics: 360 Degree Feedback

Assessing Retention Risk in the Succession Planning Process

Posted by Karen N. Caruso, Ph.D. on Tue, Feb 24, 2015 @ 10:12 AM

Sound talent assessment reduces the subjectivity that has long surrounded the succession planning process. This important first step in succession planning is focused on the critical evaluation of both individuals and positions (current and future). The consideration of retention risk is often overlooked during this important phase and only becomes a priority during talent planning....or after a valuable employee leaves.

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Topics: Succession Planning

Top 10 Missteps Managers Make in Performance Review Meetings

Posted by Amanda Seidler on Wed, Jan 21, 2015 @ 10:42 AM

Yes, we are in the heart of performance review time. Let’s take this time to remind ourselves and the managers within our company of these 10 common performance review pitfalls.

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Topics: Performance Evaluation

6 Ways to Overcome Resistance to 360 Degree Feedback

Posted by Karen Caruso, Ph.D. on Thu, Dec 04, 2014 @ 06:43 AM

Organizations seeking to implement a 360 feedback process still encounter resistance to the use of this powerful tool. Resistance can come from a variety of sources and is often associated with myths and half-truths. As I wrote in the article, Exposing the Truth About 360 Degree Feedback, poor implementation of 360 feedback can cause misinformation and distrust in the 360 feedback process.

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Topics: 360 Degree Feedback

Building a Culture of Feedback Requires Performance Feedback Skills

Posted by Amanda Seidler on Thu, Nov 20, 2014 @ 11:37 AM

Continuous, Open Performance Feedback is Becoming the Norm

Gone are the days of the top-down, annual performance review. Organizations continue to open the performance feedback and evaluation process to invite participation from employees at all levels in the organization. This is now becoming the new normal and it offers a variety of benefits to employees and leaders. At the same time, it makes skills in providing helpful performance feedback a requirement for the entire talent pool…not just managers. Without these skills, the quality of the feedback will be limited and employees won’t get the feedback they need to develop and enhance their performance.

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Topics: 360 Degree Feedback, performance feedback, Upward Feedback, Peer Appraisal

Understanding and Minimizing Leadership Derailment

Posted by Karen Caruso, Ph.D. on Mon, Nov 17, 2014 @ 11:16 AM

What is Leadership Derailment?

Leadership derailment can be described as being involuntarily plateaued, demoted, or terminated below the level of anticipated achievement or reaching that level only to fail unexpectedly. The term is often applied to individual leaders who had been expected to move into higher-level positions but who are unexpectedly knocked off track. An individual who has consistently been perceived to be a high performer can derail if they are unable to adapt their skills and behaviors to meet the changing demands of the role or the organization.

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Topics: Succession Planning, High Potentials

You Rock! - 5 Ways to Transform Positive Performance Feedback

Posted by Karen Caruso, Ph.D. on Fri, Jul 11, 2014 @ 02:57 PM

The topic of delivering performance feedback typically focuses on how to provide constructive or critical feedback aimed at improving performance. I have written several articles aimed at offering sound practices for improving employee performance using effective performance feedback and realize that I have not appropriately addressed the importance of positive feedback. I believe that both constructive and positive feedback are critically important for high performance but for different reasons.

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Topics: Performance Management, Employee Engagement, performance feedback

Shining the Light on Bad Bosses

Posted by Karen Caruso, Ph.D. on Thu, Jun 26, 2014 @ 11:59 AM

Bad Bosses Hide in Dark Corners

Why do bad bosses seem to go undetected or acknowledged by everyone except those who work for them? These menacing managers seem to hide in dark corners. It is extremely frustrating for anyone who is suffering under a bad manager that this person's poor performance or bad behavior is overlooked and tolerated by the organization. In my experience in working with senior leaders, these four reasons seem to top the list:

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Topics: Performance Management, Upward Feedback, Improving Performance, Competency Models, Bad Bosses

Competency Model of a Bad Boss

Posted by Karen Caruso, Ph.D. on Mon, Jun 23, 2014 @ 07:48 AM

The next time you have a moment to spare and have grown tired of reading online news and checking social media, do a search on "characteristics of a bad boss". The lists, articles, stories and images that will surface will likely make you laugh. There is no shortage of examples of what it's like to work for a bad manager. One of my favorite lists of characteristics was published on - 31 Telltale Signs You Are A Horrible Boss. Great list - but my guess is that if you are a horrible boss you will not likely see these telltale signs in yourself.

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Topics: Performance Management, Upward Feedback, Improving Performance, Competency Models, Bad Bosses