We are currently conducting performance appraisals on an anniversary-date basis, but would like to transition to focal-point appraisals of all employees at the same time. How can we fairly handle the accompanying merit-increase process to ensure no employee is “shortchanged” due to a coincidence of timing?Read More
Commentary: You can learn things from big-name management gurus, but coaching a bunch of scrappy 9-year-olds is a smarter play. They can really show you what it takes to develop high performance players—on a sandlot or in your workplace.Read More
We are getting set to formalize our review process. How do I know if 360-degree performance appraisals are right for our company?
How could we develop a set of solid competencies for our managers? Our goal is to measure performance in a methodical, ongoing fashion, paying special attention to developing low performers.
How do we define productivity for managers?
Focusing on what people do right is the way to get more of what's right out of them.Read More
The best way to drive employee engagement is for managers to accentuate the positive in employee performance. The second best engagement approach is to focus performance discussions on employee weaknesses. Worst choice: Give no feedback at all.Read More
We are in the process of contemplating lifting our current wage freeze for 2010. The issue is that our employees have staggered review dates. What is the best way to lift the wage freeze equitably so that is fair to all employees?
While recognizing that it will vary between industries and indeed countries, how should our organization determine a reasonably satisfactory level for employee engagement? In particular, how do we get serious about driving engagement higher, and measuring its impact on our employees’ morale/satisfaction, as well as our business?
Commentary: If you want a performance management process to reinforce or build cultural values at your company, you’ll need more than lip service to those values. You’ll need to make some current team members a little uncomfortable with your view of values, and possibly even make them think that they don’t belong at your company.Read More