Now, more than ever, managers need to take great care in preparing performance reviews, documenting decisions and maintaining records. Failing to take the performance-management process seriously could create a significant risk of liability for the employer. Here are some steps HR should take to train managers in how to conduct performance reviews and impress upon them the importance of the process.Read More
The problem isn’t the institution of the annual performance review. The problem is that most managers don’t know how to effectively coach employees on a daily basis, and most organizations make no attempt to make coaching skills part of the manager’s DNA. That’s why the performance review exists in the first place. It’s also why you can’t remove it, no matter how many consultants rage against the machine.Read More
In the study “Gender, Race and Meritocracy in Organizational Careers,” professor Emilio Castilla found that despite being in the same job with the same supervisor and receiving the same performance ratings, white men often received higher bonuses than minorities.Read More
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