viaPeople Insight - Performance Management & Succession Planning Blog

Performance Management Monthly - February, 2012.

Goals for 2012 are set and everyone is moving forward in the same direction (*fingers crossed*). So, let us now shift our focus to the development planning aspects of employee performance management. Development planning is often tabled while we are following our marching orders towards goal execution. In reality, we no longer have this luxury.

Have you set the stage for high performance in 2012?

The new year is well underway.  It is time to stop planning and start executing.  The question is: Have you set your team up for success?  The January, 2012 edition of viaPeople Insight contains a collection of articles aimed at helping you clarify performance goals and plan your employee performance management process for the year ahead, written by viaPeople's team of industrial organizational psychologists.

My clients have different needs when it comes to succession planning and sometimes these needs impact who manages the succession planning process in their companies. For example, some organizations have specific expansion plans which dictate what type of process, skills sets and leadership will be part of the initiative. Other organizations have diversity initiatives that may require a different process and leaders. Still others have board mandates requiring executive succession plans which often demand a different level of participation from the executive team.

It’s mid-January….. have you kept your New Year’s resolutions?

Welcome to the first edition of the Performance Management Monthly.  As you know, employee performance management is one of the most powerful tools that we have to ensure the on-going development of employees and continuous business growth. Each month, the industrial organizational psychologists at viaPeople will recommend resources, share their insight on the latest industry trends, and offer specific suggestions for improving the execution of your performance management strategy.  Subscribe to our blog to receive the Performance Management Monthly via email each month.

360 Degree Feedback and performance appraisal is a practice proven to provide leaders with new insight that spurs learning and development.  This process has evolved in a variety of ways over the past decade, shifting from a confidential individual development activity to becoming part of the formal performance appraisal – even integrating customer feedback.

Performance Appraisal haters have been around for quite awhile, ranting and raving about the process they claim everyone loves to hate (stay tuned for our upcoming whitepaper on this topic). New to the party though are those experts in the field who have set their targets on discounting 360 degree feedback. No talent management practice is safe when people start picking on this long-favored gem of the 90’s that still happens to be a popular and effective tool for leadership development today.

"Social" has transformed our world! Are we ready to go social when it comes to employee performance management?

Wishing you a wonderful holiday season!

For our clients who are ready to embark on a succession planning process, we are often asked to provide a recommendation on who they should include in the initial talent assessment phase. One can understand the dilemma as often clients are most concerned with finding successors for the CEO and his/her executive team. Given this objective, should you assess the executive team? The team and 1 level below them? Two levels below?