Tag Archives: hr

6 Ways To Transform Performance Management To Deliver What Employees Actually Need

Posted on by

6-ways-to-fix-performance-management

Performance management has room to improve. According to Gartner research, 52% of chief human resource officers (CHROs) believe they are not rewarding the right behavior in employees, and only 32% of HR business partners believe performance management delivers what employees need to perform.

Because of this, in the last five years, 74% of organizations have significantly changed their performance management processes. “Companies are implementing a variety of new practices, from linking pay to project performance to eliminating performance reviews entirely,” says Benjamin Loring, Research Director at Gartner. “The real unlock, however, is making performance management useful to both managers and employees with this six-part roadmap.”

Six ways to fix performance management

Improve performance management by considering the amount of conversations you have, the lens through which you look at performance, and the style of feedback you provide.

Ongoing conversations

No. 1: Encourage ongoing manager-employee feedback throughout the year

Create a mutual understanding of what type of feedback employees need to be successful and enable them to own and schedule feedback conversations by educating them on the types and frequency of dialogue that can occur.

No. 2: Promote discussions beyond individual contexts

To enact this, promote team goal-setting. Encourage team members to reflect and develop their individual goals for teams to review for alignment, impact, relevance and overlap. Similarly, create a space for employees to provide feedback to managers to reinforce employee agency and power in feedback conversations.

Forward-looking reviews

No. 3: Develop a framework for assessing future performance

Assess employees’ development readiness — their capacity, ability and willingness to take on professional development at a given point in time — not just performance, and align coaching conversations, and support to their true needs. This may require evolving how you evaluate growth and reframing the value of the process, while also navigating ambiguous situations and meeting organizational needs.

No. 4: Encourage managers to communicate actions needed for future success

Help managers provide feedback on what skills their employees need for the future, in addition to reflecting on their past accomplishments. Increasing transparency of skills across a team encourages cohesiveness, coaching and on-the-job development.

Peer feedback

No. 5: Gather feedback from co-workers on how employees help fellow team members

A huge part of performance management is feedback from colleagues. Guide managers on how to identify sources of feedback based on who has knowledge of an employee’s work, rather than limiting feedback to the employee’s formal relationships. Peer assessments are a good way to hold employees accountable for demonstrating critical behaviors and get a more comprehensive understanding of their contributions. Just be sure to develop evaluation guidelines that focus on outcomes.

No. 6: Foster an environment of feedback

Encourage employees to recognize their peers’ contributions to create comfort and confidence regarding feedback exchanges. Create a simple approach to seeking and requesting feedback and frequent prompts to focus managers on recognizing and reinforcing good behaviors throughout the year.

 

Read more at 6 Ways To Transform Performance Management To Deliver What Employees Actually Need

Leave your comments below and contact us for discussions

Tianjin Catastrophe Reinforces Need For Supply Chain Risk Management

Posted on by

A recent University of Tennessee-sponsored survey of leading supply chain executives helped quantify the continued apathy surrounding the proper assessment and management of supply chain risk. For starters, the survey found that none of the companies surveyed use third parties to independently assess their risk, 90 percent don’t even quantify the risk themselves, and while 66 percent acknowledged the existence of corporate officers focused on managing legal compliance, none of these same professionals touched the supply chain.

If HR can be directed to manage against the cost of a potential employee discrimination suit, how did global companies get to a place where they still don’t see the wisdom in protecting themselves against a potential supply chain disaster?

The Port of Tianjin, China’s third largest, just blew up. For companies that rely on that port and that didn’t have a crisis playbook in place, the lessons they’re about to learn could be fatal. If you saw the video of the explosion and are even remotely familiar with Chinese industrial accident rates (70,000 lives lost each year) then you know that the Chinese media is under-reporting the story and that “business as usual” at the Port of Tianjin is likely on indefinite hold.

But here’s the rub: if the Longshoremen at the Port of Long Beach decided to strike unexpectedly next week, the business effects for those without contingency plans could be strikingly similar. That’s how tenuous multi-tier supply chains can be.

Supply chain risk management (SCRM) is defined as “the implementation of strategies to manage both everyday and exceptional risks along the supply chain based on continuous risk assessment with the objective of reducing vulnerability and ensuring continuity.” It’s yet another operational discipline that technology has recently enabled to new heights, as the ripple effects of a catastrophic supply chain event are not intuitive. In fact, they’re usually mind-boggling.

Read more at Tianjin Catastrophe Reinforces Need For Supply Chain Risk Management

Leave your comments below if you have any thoughts about this topic. Subscribe to get updates in your inbox.

Related articles