We are seeking a way to evaluate individual managers for effectiveness at our company of fewer than 200 employees. Generally, 360 reviews are not recommended for companies of our size. What other tools could we use?
—Doing a 360, human resources manager, finance/insurance/real estate, Chestnut Hill, MassachusettsRead More
How do we make managers more aware of the importance of looking after their people?Read More
We do not have a performance appraisal system in place. How then can I assess our managerial competency in this situation?Read More
I need to make our performance appraisal process less subjective. Under our current scheme, employees give feedback about their performance using a self-appraisal form. The output of their work is then appraised by their reporting superior. I believe this creates room for bias, and I want an evaluation method that removes subjectivity to some extent. Am I being realistic? Or should I allow supervisors to use subjective measurements when evaluating employees?Read More
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