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The 90 day performance review is conducted by many organizations after an employee (new hire or transferred employee) starts a new position. Some organizations require a 90 day performance review as it marks the end of a formal ‘probationary period’ for new hires but many organizations have adopted the process as a part of sound talent management practice. While it may seem like an additional administrative formality, the 90 day review should be included as an essential step in the onboarding process as it offers employees, managers and the organization several important benefits.
Traditional performance appraisals that simply rely on manager ratings tend to focus on outcomes or individual achievements. This type of performance appraisal offers limited perspective on the wide range of performance factors that are important for leaders. The integration of upward feedback into the performance appraisal process not only helps to build a complete picture of individual leadership performance, but also offers 4 other key benefits.
Annual performance reviews are typically viewed as a dreaded business activity and for good reason. When employee performance is evaluated and discussed just once a year, a lot of things can go wrong. However 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.
Research has consistently shown that the receipt of 360 degree feedback results in positive behavior change. As a leader receiving 360 feedback, the results that you achieve are going to be directly related to the actions you take in response to your feedback results. Follow the 7 steps outlined below to realize the benefits of the process and achieve your career goals.
Setting goals is not just about documenting what we are hoping to accomplish so that we can measure against it later. Goal Setting is about motivating effort and action to facilitate high performance. The theory of Goal Setting is regarded as among the most valid and practical motivation theories in the fields of Industrial Organizational psychology and organization behavior. Click here to read about the foundation of Locke and Latham's theory of Goal Setting.
One of the many strategies that organizations are using to enhance the traditional performance appraisal process is to incorporate feedback from multiple sources. Traditional performance appraisals that simply rely on manager ratings tend to focus on outcomes or individual achievements. As a result, the collaborative work that individuals do on a daily basis made be overlooked.
One of the countless complaints about performance reviews is that performance ratings are inaccurate. Whether an organization is using a traditional 5 point rating scale to evaluate performance criteria or a non-numeric determination of overall performance, the general trend is for the distribution of ratings to be positively skewed versus represent a normal bell curve.
Succession planning and replacement planning are both strategies that are incredibly important to the lifeline of any organization. However, these two processes are often confused, even by senior organizational leaders. Despite the focus that boards and C-level leaders have placed on organizational talent strategy, I often encounter organizations that still equate succession planning with creating a list of replacements. I refer to this approach the "names in boxes" method of succession planning. What distinguishes the two is basically the difference between executing short-term and long-term strategies. Do organizations need to employ one or the other, or are both strategies necessary to be successful? I would argue that the two talent strategies must work together.
Employee performance management systems have received a great deal of attention in the business media over the past few weeks, as news that Microsoft, Motorola and Yahoo have made changes to their systems. The amount of commentary about these changes has been quite astonishing. Everyone seems to have an opinion about the best way to implement performance management. In fact, I chimed in myself in a recent editorial post, Don't Blame Performance Reviews, Blame Poor Leadership.
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