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Performance Management

People Moves: May 2015

April 20, 2015
Tomas Chamorro-Premuzic to CEO, Hogan Assessments; Laura Smith to vice president, global HR, DISYS; and Julie Gravallese to chief human resources officer, MITRE Corp.
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How Do We Get a Handle on Work-Life Balance?

March 30, 2015

Work-life balance for many employees is way out of whack. It wasn’t intentional; business piled up and people have been asked to do more with less. We want to get a handle on this before things go south on us. There hasn’t been a huge outcry — only a remark here and there that we’ve heard about — but as we grow and remain busy, what’s the best way to dynamically address this and let people know that we appreciate their past efforts and want to do whatever we can to ensure they balance their work and personal lives?

—Rebalancing the Scales, HR manager, finance/insurance/real estate, Kingston, New York


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Should Development and Merit Raise Processes Be Split?

February 24, 2015

We want to separate two processes: performance management with a focus on developing people, and merit raises based on an employee’s contributions to our business success. How do I proceed? And what are the benefits of doing so?

—New and Improved, nonprofit, Grand Rapids, Michigan


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Is It Possible to Compile Performance Data on Team Unity?

November 21, 2014

We want to create actionable performance reviews beyond the once-a-year activity. Our aim is to gather insight on how people interact as individual contributors within teams. Our big challenge is we have a large geographically distributed workforce of technically skilled contributors that frequently need to collaborate on projects. How can we begin gathering meaningful performance data on individuals and how they contribute to a team?

—Useful Metrics Please, Software/Services, Bethesda, Maryland


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What Are the Benefits of Ranking to Determine Employee Performance?

September 15, 2014

Like many companies, we have an annual performance review of employees. At the beginning of the financial year, KPAs, goals, targets are mutually agreed. There is quarterly review of performance followed by annual review. Employees are rated on predefined performance criteria on a scale of 1 to 5. Subsequent to rating, we wanted our line management to rank employees against each other in order to have ranking order. Line management is not inclined to ranking, for obvious reasons. Is there any way to know if ranking is the right approach for our performance management?

— Really Clueless, assistant GM, manufacturing, Hyderabad, India


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