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Managers sometimes assume that top performers do not need as much feedback, coaching and attention as average performers. We find that managers are often on autopilot in how they manage their best performers and then are shocked to find out that their most valuable talent was dissatisfied when they leave. Performance management is even more critical for high performers because they typically contribute more than their peers, and are looking for recognition of their significant contributions and feedback on how they can advance their careers.
Although all of the performance review naysayers might have you believe that the general populace despises the practice of assessing performance, my team and I are on the front line of working with people everyday who beg to differ. It is always my pleasure to speak with employees and managers after they have received performance feedback – some of it glowing, much of it developmental and growth-oriented. During performance review and regular coaching discussions, managers consider the performance feedback from various sources and perspectives and wield it into a tool, a plan really, for moving forward. More often than not these conversations become an intensely introspective exercise that provides the spark for change. Engaging in such breakthrough dialogue is only made possible by the managers and other feedback providers who sacrificed a bit of time from their lengthy to-do list to gift this individual with direct and honest feedback on their performance. In my experience, it is something that most people take seriously, and in fact are extremely grateful to have received.
Employee performance reviews are one component of the employee performance management process but they are an important part. Completing performance review and holding meaningful performance review discussions gets a lot of attention during certain times of year from managers who need to complete them and HR leaders who need to ensure they get done.
Several colleagues shared this recent article, The end of 'valued performers' at Motorola, in Crain’s Chicago Business announcing the ‘new’ way that Motorola Solutions is implementing performance management. The first sentence of the article really caught my attention and I felt compelled to share my thoughts.
If completing a self appraisal as part of the performance evaluation process ‘scares’ you, now is the time to get over your fear! Organizations do not ask you to complete a self appraisal just to make you feel involved in the performance review process. The self appraisal process:
Accurately delivering and documenting performance feedback is a critical element in employee performance management. Using talent and performance management software makes the process of documenting observations, results, and the outcomes of performance feedback and coaching discussions much easier. Nonetheless, leaders at all levels find documenting performance feedback to be a challenge.
The mid year performance review is an important part of the overall employee performance management process. As my colleague Amanda Seidler wrote in a previous article, Mid-Year Reviews - The New Annual Performance Appraisal?, mid-year reviews are increasing in popularity for good reason. Conducting helpful and productive mid-year review discussions is a fundamental way in which managers can support a culture of on-going feedback and recognition, not to mention achieve better business results.
Starwood Hotels & Resorts Worldwide, Inc. owns, manages and franchises some of the most well-known brands in the hotel industry. With over 1,000 properties and approximately 145,000 associates, Starwood is one of the world's largest hotel companies and one of the most respected in the industry.
Don’t be surprised if you see the #MidYearReview hashtag trending on your Twitter screen. Mid-year performance reviews - traditionally overshadowed by their Year-End counterpart - are having their moment! (image courtesy of Twitter)
Small businesses have the same people and talent challenges that big companies do and can reap the same benefits from HR technology. The HR software available to HR leaders today makes managing people and performance easier and more effective. The bottom line is that HR software:
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