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Conducting Performance Reviews

Performance reviews are considered by many managers as a necessary - but disliked - task. How can your staff performance management system effectively promote the skills and motivation of employees and also keeps staff results-focused?

Total 36 articles in this section.

Pages: [1] . 2 . 3 Next

Hiring, Firing, Best Practice And The Law - What All CEOs Need To Know

By WilliamsonBarwick

The ever-changing legal context for employee performance management and dismissals, sadly is part and parcel of every organisation at some stage.

Moving Past The Performance Review

By Dr. Tim Baker

Traditional performance reviews are an artefact of the 20th century. Further, the one-way power dynamic of the traditional performance appraisal actually has a lot in common with bullying, and benefits neither employees nor their managers. In its place there is a unique ‘5 conversations’ approach which dispenses with bureaucracy, leading to a more open, constructive and enjoyable experience.

Long Live Performance Management

by Kevin Berchelmann

Necessary evil. Pain in the rear. The management penalty. Performance reviews are called many things, few of them positive. What’s up with that? One of the most important things we do as senior managers is setting, and managing to, performance expectations.

A Foolproof Formula For Effective Feedback

By Profiles International

The topic of giving feedback can be quite a sensitive one. In the workplace, a coworker can become quite upset if they received less than perfect feedback, although an employee wouldn’t dare give their boss feedback unless asked. In most work scenerios, communication, feedback, and opinions are valued and acted upon. Every work environment is different and so is every leader and coworker.

Seven Steps To Setting Clear Expectations

by Kevin Eikenberry

The lack of clearly understood expectations is the source of much strife in relationships, the cause of most conflicts, and the beginning of poor organisational performance. As leaders, we must strive to build clear expectations throughout our organisations, and it must start with us. That is the purpose of this article - to give you a seven step process as a supervisor, leader, manager or coach, to give crystal clear expectations to those you are leading:

Tackling Tough Performance Feedback

by Pam Macdonald

There are two types of performance feedback that give CEOs and managers their greatest headache - the inconsistent performer and the high performer. Whilst the principles of good feedback always apply these two types of performers seem to need a slightly different emphasis.

Performance Management Advice From Einstein

by Kevin Herring

As Einstein taught: If we want a different result, we need to change what we're doing. If we want any hope of turning around a poor performer, we're going to have to switch from conversations about compliance to conversations about commitment.

Using The Four Types Of Feedback Effectively

by Kevin Eikenberry

You’ve likely heard that when you deliver feedback, it should be balanced. When you have heard that, what people typically are suggesting is that you should strive to give people a balance of positive and negative feedback. This advice is only half-right. It’s an understandable misunderstanding, because people think there are only two types of feedback, when in fact there are four.

Are Performance Reviews Dead?

by Julie Parkinson

Performance reviews are essential to increase employee engagement and staff performance, but they do need to be structured in a way that fosters engagement. How can an organisation achieve that?

The Forgotten Key To Effective Feedback

by Kevin Eikenberry

Whether in a formal setting or not, every leader has at some stage needed to provide feedback on performance. Yet perhaps the most powerful key to effective feedback is often forgotten. This key unlocks the door to better understanding, acceptance and use of any feedback you want to provide. Without this key it will always be more difficult for your feedback to have maximum impact.

Does Your Performance Development System Really Improve Your Organisation's Performance?

by Kerry Feldman

Performance Development Systems have been introduced in the belief that the system will improve the performance of staff across the organisation and, in doing so, improve organisational performance.

Documentation Is King For Performance Appraisals

by The Mindset Group

Under the Fair Work Act (FWA) it is important that companies have a formalised review process. Many smaller to mid-sized companies have a less structured system, leaving it up to individual managers to decide how to conduct an appraisal at the time.

Giving Engaging Feedback

by Ken Warren

People are reluctant to give each other feedback in the workplace. On the one hand, some people hold back on giving constructive feedback as they worry about how the other person will respond. But on the other hand, inaction leaves performance problems going unaddressed and building over time.

Employ Training And Evaluation To Triumph Over Turnover

by Gavin Dixon

Employees are now more mobile and motivated than ever, which requires employers to work overtime to attract, keep and satisfy employees - all while labouring to run a profitable business. Business owners intent on trimming turnover should not underestimate the value of training and performance evaluation.

Removing The 'Threat' Of Performance Measurement

by Bill Caswell

If the employee benefits from performance monitoring, the job wins and your company gains too. All three of these positives can be realised by any willing manager!

Total 36 articles in this section.

Pages: [1] . 2 . 3 Next