Corporations are making progress in disclosing more details about how executives’ bonuses are determined—but many are still far from giving regulators and shareholders the full monty.Read More
Does your approach to performance management let your manager off the hook? Here are some telltale signs to watch for.Read More
Sometimes performance management systems give managers the chance to gloss over the tough conversations that could really drive excellent performance. Here's how to remove the 'bail out' feature and improve the review process. Read More
We are currently offering two internal promotional opportunities, and six candidates have put their names forward. As well as taking into account performance, we will be testing technical knowledge and conducting interviews. We intend to give each candidate detailed feedback. However, how do we soften the blow for the unsuccessful applicants? I know some people have set their hearts on the promotion, but ultimately, four people will be disappointed.
We base all our job promotion decisions on past performance and recommendations of the immediate superior. We know this is not a reliable method, since past performance in one job is not necessarily a good predictor to future performance, especially when a person assumes a higher position. The question is, without going to a full-blown assessment center, what tools can we use to measure a person’s potential to find out if they are suitable for a higher position?
Chasms in communication strategies, which corporations have let widen since the terrorist attacks of 2001, contribute to the drop.Read More
I have been using various appraisal tools, including management by objectives, 360-degree feedback and comparative performance appraisal methods. These give me choices when carrying out performance appraisals. However, management is questioning whether these tools are useful in our organization. How could I give a synopsis of the pros and cons of each method?
Our technology firm anticipates rapid growth this year. Presently we conduct annual performance reviews that are rather informal. This method is manageable now, but as the company grows how could we introduce structured performance management for employees of various occupations?
I asked participants the degree to which they thought the annual employee survey and customer surveys were "evil." Then I followed up with a few other more traditional questions about surveys.Read More
We’re a CPA office and have a very detailed multiple-page annual evaluation form for our professionals. However, I haven’t been able to find a good general performance evaluation form for our administrative team. We also have a full-time marketing employee whose job is so specific to marketing that the only evaluation we can think of is results-oriented. The same issue applies to our IT manager and employees of our scanning department. How do we devise an evaluation system or format tailored to each of these different individuals that fairly and accurately captures how well they perform their specific jobs?