Category Archives: Performance Management

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

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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.

 

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Addressing Burnout in Supply Chain Management

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Addressing Burnout in Supply Chain Management

Addressing Burnout in Supply Chain Management

Supply chain employees mean so much to our economy but as a group they’re suffering from burnout –– and for good reason. They’re navigating heavy workloads, long hours, inefficient technology, constant pressure to meet demands, and inadequate health and wellness support.

Additionally, the global electronics supply chain has encountered an unprecedented series of disruptions during the past two years.

Addressing burnout in supply chain management is critical because worn-out employees don’t perform at their best, which disrupts the operation’s workflow and overall success. Employees and management have a role in addressing burnout in supply chain management. Let’s talk more about this below.

Employees must speak up

Burnout manifests as physical, mental, and emotional exhaustion that results in diminished work performance, motivation, and engagement.

Working in a high-pressure industry like supply chain management can cause chronic stress that has workers constantly on edge. In addition, those in supply chain roles are often overworked and strained due to the increased commerce demand, leading to more burnt-out employees.

Mitigating burnout and bettering the work conditions for supply chain employees starts with them. Employees must take responsibility for their own mental health and wellness.

Employees need to communicate their wellness needs and suggestions for accommodating them. They should set boundaries at work and speak up when toxicity threatens their productivity and peace of mind.

They must also work on their holistic health outside of work. Practicing gratitude and self-compassion to cope with workplace stress, implementing daily self-care, and attending therapy are great places to start. While this should be encouraged, managers and leaders also have a crucial role in addressing workplace burnout.

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COVID-19 Impact on Corporate Performance Management Software Market Share, Size, Trends and Growth 2022 to 2030

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Global Corporate Performance Management Software Market

JCMR recently broadcasted a new study in its database that highlights the in-depth market analysis with future prospects of Corporate Performance Management Software market. The study covers significant data which makes the research document a handy resource for managers, industry executives and other key people get ready-to-access and self analyzed study along with graphs and tables to help understand market trends, drivers and market challenges. Some of the key players mentioned in this research are Oracle, SAP, IBM, Anaplan, Infor, Workday, Planful, Unit4, Epicor Software, Wolters Kluwer, BOARD International, Prophix, OneStream Software, Insightsoftware, Vena Solutions, Solver, Kepion, Workiva, LucaNet, Jedox, Ideagen, Calumo, Centage

COVID-19 Impact on Global Corporate Performance Management Software Market

COVID-19 is an infectious disease caused by the most recently discovered novel corona virus. Largely unknown before the outbreak began in Wuhan (China) in December 2019, COVID-19 has moved from a regional crisis to a global pandemic in just a matter of a few weeks.

In addition, production and supply chain delays were also witnessed during the second quarter which poised a challenge to the Corporate Performance Management Software market, since end-user industries were still not operating at their full capacity.

What are the market’s problems in Corporate Performance Management Software?

Changing regulatory landscapes, operational barriers, and the emergence of alternative technologies are all impacting the Corporate Performance Management Software industry.

What are the various types of segments covered in the Corporate Performance Management Software Market?

Segment by Type
Cloud Based
On-premises

Segment by Application
Large Enterprises
SMEs

Who are the top key players in the Corporate Performance Management Software market?

Oracle, SAP, IBM, Anaplan, Infor, Workday, Planful, Unit4, Epicor Software, Wolters Kluwer, BOARD International, Prophix, OneStream Software, Insightsoftware, Vena Solutions, Solver, Kepion, Workiva, LucaNet, Jedox, Ideagen, Calumo, Centage

Which region is the most profitable for the Corporate Performance Management Software market?

The emerging economies in the Asia Pacific region will be the lucrative markets for Corporate Performance Management Software products. .

What is the current size of the Corporate Performance Management Software market?

The current market size of global Corporate Performance Management Software market is estimated to be USD XX in 2021.

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How Visual Data Can Improve Performance Management in Business

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How Visual Data Can Improve Performance Management in Business

Nowadays, employees like to be recognized for the work they do. They want to know that the work they put in is valued. One way of doing this is to give them a detailed performance review and performance appraisal.

But how do you know if your employees are truly performing at their best?

Workplace performance is a very subjective thing to measure for any employee. The usual way of doing this is through an annual performance appraisal. Although this is a decent way to measure performance, it can often lead to situations where employees try to game the system or are afraid to speak the truth. There are many different tools for measuring workplace performance now and one of them is to utilize visual data for performance management.

This blog will look at some of the ways you can use visual data to improve performance management in your Business.

What is performance management?

Performance management is the continuous process of setting objectives, assessing progress, and providing ongoing coaching and feedback to ensure that employees are meeting their goals and career interests. The primary goal of performance management is to promote and improve employee effectiveness.

Performance management can be used to:

  1. Align employee goals with those of the organization
  2. Increase employee engagement
  3. Improve workforce productivity
  4. Encourage ongoing development
  5. Support goal attainment

Performance management is not just annual performance reviews. It includes planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding good performance.

The primary purpose of PM is to help employees understand how they contribute to organizational success through their individual roles and responsibilities.

Performance management is a stage-by-stage process for managing performance and improving employee performance. It includes the following stages:

  1. Setting clear expectations
  2. Monitoring progress against those expectations
  3. Providing regular feedback
  4. Celebrating successes and addressing failures
  5. Rewarding great performance

The performance management process has four stages:

  1. Planning: This stage involves setting objectives that are aligned with your company’s goals, helping employees understand their role in achieving those objectives, and ensuring everyone is focused on the right priorities.
  2. Tracking: Employees need to know how they’re getting along. In this phase, managers should provide regular coaching and feedback on progress toward defined objectives.
  3. Developing: When an employee needs support in meeting their objectives, the development phase kicks in. In this phase, managers work with employees to identify opportunities for learning or skill development or offer training programs or other
  4. Current trends in performance management: Current trends in performance management are changing this approach. They’re moving away from traditional methods and towards more continuous feedback loops that focus on encouraging employee development throughout the year.

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Cold chain logistics market to grow by USD 9.48 billion

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Technavio has announced its latest market research report titled Cold Chain Logistics Market for Pharmaceuticals Industry by Service and Geography - Forecast and Analysis 2020-2024

Technavio has announced its latest market research report titled Cold Chain Logistics Market for Pharmaceuticals Industry by Service and Geography – Forecast and Analysis 2020-2024

The cold chain logistics market is expected to grow by USD 9.48 billion during 2020-2024, according to the new report from Technavio. This marks a significant market slow down compared to the 2020 growth estimates due to the impact of the COVID-19 pandemic, in the first half of 2021. In addition, the report projects the market to accelerate at a CAGR of over 10%.

The cold chain logistics market for the pharmaceutical industry is driven by the increase in global demand for pharmaceuticals. In addition, the growth in demand for reefer containers from the pharmaceutical industry is anticipated to boost the growth of the Cold Chain Logistics Market for the Pharmaceuticals Industry.

The growth in pharmaceutical sales has globally increased the volume of pharmaceuticals trade. Several government initiatives on health insurance schemes contributed to the high growth of pharmaceutical sales. Therefore, for efficient transportation of pharmaceuticals, warehousing, and distribution in large volumes, the end-user companies would require cold chain healthcare logistics services. This will drive the growth of the global cold chain logistics market for the pharmaceutical industry through the forecast period.

Major Five Cold Chain Logistics for Pharmaceuticals Industry Companies:

Agility Public Warehousing Co. K.S.C.P

Agility Public Warehousing Co. K.S.C.P provides storage in multiple temperature zones, cold chain solutions, reverse logistics, and advanced tracking and tracing technologies.

Deutsche Post AG

Deutsche Post AG provides life sciences & healthcare products and solutions transport services in the market such as DHL Air Thermonet – Standard Temperature Controlled Air Freight, DHL Ocean Thermonet – Temperature Controlled Ocean Freight, DHL Freight Cold Chain – Temperature Controlled for life sciences and health care products, DHL Medical Express – Temperature Sensitive Corporation.

FedEx Corp.

FedEx Corp. provides end-to-end temperature control services such as FedEx Temp-Assure, FedEx Deep Frozen shipping solution, Fed Ex Thermal Blanket solutions, FedEx Freight Freezable protection service.

JWD InfoLogistics Public Co. Ltd.

JWD InfoLogistics Public Co. Ltd. provides services of transportation and distribution management, special attention towards dangerous goods port safety, logistics software development, etc services are available.

Kerry Logistics Network Ltd.

Kerry Logistics Network Ltd. provides a complete cold chain integrity solution, warehousing and distribution service, and other value-added services.

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Transforming cold chain performance and management in lower-income countries

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Transforming cold chain performance and management in lower-income countries

Transforming cold chain performance and management in lower-income countries

In many countries, one of the common factors limiting full and equitable access to effective immunization is the existence of gaps in cold chain and logistics (CCL) systems. This article focuses on the critical contribution that better management of CCL performance can make in addressing these barriers, as well as some essential practices needed to achieve and sustain these gains. These include (i) an emphasis on continuous improvement in CCL performance indicators, (ii) strong coordination and accountability across multiple stakeholders, and (iii) making the most of limited financial resources.

This article is informed by the Clinton Health Access Initiative’s (CHAI’s) experience working with National Immunization Programs (NIPs) and immunization partners to improve the effectiveness and efficiency of CCL systems (including CCE deployment and maintenance, temperature monitoring and control, stock management and distribution) across ten Gavi-supported “focus” countries.

1. Introduction

Vaccines can dramatically reduce morbidity and mortality from many serious diseases [1], and have a high return on investment [2].1 Unfortunately, gaps in vaccine cold chain and logistics (CCL) systems are one of the common factors limiting full and equitable access to the benefits of immunization. This is because such gaps undermine the availability and potency of vaccines at the point of administration, prevent the introduction of new life-saving vaccines, and waste precious human and financial resources [3].

2. Section I: Targeting CCL performance

The vaccines CCL system is considered to be performing well when (i) the full schedule of antigens is consistently available to serve the target population, (ii) in potent condition, (iii) at an affordable cost, and (iv) with a CCL network of sufficient capacity and reach to meet current and upcoming NIP goals (e.g., new vaccine introductions) [5].

3. Section II: Three key management practices to maximize CCL performance

Once programs appropriately target CCL performance, three management practices are critical to achieve effective and sustained improvements in these KPIs.

  • 3.1. From “firefighting” to continuous improvement
  • 3.2. Better coordination and accountability
  • 3.3. Making the most of limited resources

4. Conclusion

Investing in improved CCL management is crucial to sustainably improve CCL performance and provide the maximum benefit to immunization programs. As detailed above, success will require CCL management to focus on continuously improving CCL performance, have strong coordination and accountability, and make the most of the limited resources available.

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What’s the Next Phase of Supply Chain Evolution?

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What’s the Next Phase of Supply Chain Evolution?

What’s the Next Phase of Supply Chain Evolution?

The reworking of supply chains has a simple purpose of fitting the new world economy’s needs and demands. And freight data sharing platforms had already started before the mess of 2020 began. Additionally, the shift towards digital media and reinvented processes of global supply chains continues still today. Supply chain evolution is highly focused on market sub-segments, especially on those within the middle class. According to Supply Chain Management Review, “this matters a lot in a world where the population of middle-class consumers will reach 5.5 billion or over 60% of world population by 2030—a phenomenal growth from 1 billion middle-class people comprising 20% of world population in 1985. Middle-class consumption will soon comprise one-third of global GDP. Five-and-a-half times as many middle-class consumers means far too many consumers to be efficiently served by a global factory.” These figures hint at why supply chain evolution is essential. It ensures shippers can meet consumers’ needs and demands to keep up with the global market shift.

The Driving Forces of Digital Transformation

The move towards digital processes and platforms is essential for supply chain evolution, and behind the movement are four driving forces that necessitate such a transformation. They include the following:

  1. Competition. Competition drives innovation and keeps businesses on their toes, especially within the supply chain network.
  2. E-commerce. There has long been a steady push towards virtual processes for supply chains, and recent world events make it all the more necessary to embrace e-commerce.
  3. Visibility. Another critical part of supply chain evolution and growth in the modern age relies heavily on improving the network’s visibility.
  4. Speed of delivery. For most supply chains and transportation management teams, accurate and timely delivery is the ultimate way to keep customers satisfied.

The Digital Twin Is Getting Smarter and Adaptive

There is a digital side for every aspect of life, which is often unseen and largely ignored. It is the digital twin, the virtual symbiote, that exists for just about everything in existence. The digital twin is a large part of the supply chain evolution process. Think about it. Shopping and purchases have a face-to-face component as well as a virtual component. Deliveries and shipments can be managed with a physical paper trail or with a digital and automated platform. The digital twin can no longer be ignored and will no longer be relegated to the corner as it is becoming more and more essential for the success of supply chain evolution.

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Chinese New Year: Tips to Keep Your Supply Chain Efficient!

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Chinese New Year

Chinese New Year: Tips to Keep Your Supply Chain Efficient!

Chinese New Year is just around the corner, and more and more freight companies are working on how to sustain productivity and efficiency.

For small businesses that are new to experiencing this holiday, during Chinese New Year, some China-based companies are temporarily shutting down their activities to celebrate and administer different superstitions to have a healthy and prosperous New Year.

And this is also the time of year where freight demands shoot up, prices increase, and containers easily become full making it expensive and difficult to import.

In this infographic, we will discuss different tips on how your supply chain can keep up this Chinese New Year. Here are a few considerations that you can apply:

Confirm your Supplier’s Schedule

Making sure that you verify on your supplier’s schedule which days they would not be operating makes you also adjust the timing of your operations. Being mindful and alert with your suppliers especially in places where different holidays are celebrated gives you time to maneuver and interact smoothly with your supply chain.

Place your Orders in Advance

As mentioned earlier, consulting your suppliers beforehand with their schedules can help you adjust to their absence, and this also applies to the flow of your orders. Placing your orders in advance won’t only help you avoid delays, it will also help you manage your expenses and find space for your shipments.

Collaborate with a Trusted Local Freight Forwarder

As your company grows, more and more reliable freight partners are merging to aid your supply chain dilemma and goals. In times where different holidays are celebrated, it is essential to find help with local freight forwarders to help you cope up with your scheduled deliveries.

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Cold Chain Logistics Market Outlook On Rising Application, Revolutionary Trends & Potential Growth Ways 2026

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Cold Chain Logistics Market Outlook On Rising Application, Revolutionary Trends & Potential Growth Ways 2026

Cold Chain Logistics Market Outlook On Rising Application, Revolutionary Trends & Potential Growth Ways 2026

A new versatile research report on “Covid-19 Impact on Global Cold Chain Logistics Market Size, Status and Forecast 2020-2026” is aimed at promising a unique approach towards unravelling current and past market developments that collectively influence future growth predictions and market forecasts that allow market players in delivering growth specific business decisions.

This report examines all the key factors influencing growth of global Cold Chain Logistics market, including demand-supply scenario, pricing structure, profit margins, production and value chain analysis. Regional assessment of global Cold Chain Logistics market unlocks a plethora of untapped opportunities in regional and domestic market places. Detailed company profiling enables users to evaluate company shares analysis, emerging product lines, scope of NPD in new markets, pricing strategies, innovation possibilities and much more.

The report also segregates various players into broad categories of novice aspirants and established market participants with elaborate success stories and investment discretion that fortify their footing amidst staggering competition and fast expanding competition isle.

Key players in the Cold Chain Logistics market segmentation are : Americold Logistics, SSI SCHAEFER, Preferred Freezer Services, Burris Logistics, Kloosterboer, Lineage Logistics Holding LLC, AGRO Merchants Group, LLC, NewCold Cooperatief U.A., DHL, Gruppo Marconi Logistica Integrata, BioStorage Technologies, Nichirei Logistics Group, OOCL Logistics, JWD Group, CWT Limited, SCG Logistics, X2 Group, Best Cold Chain, AIT, Crystal Logistic Cool Chain Ltd, ColdEX, and among others.

Cold Chain Logistics Market is segmented as below:

  1. Analysis by Application: Further in the subsequent sections of the report, research analysts have rendered precise judgement regarding the various applications that the Cold Chain Logistics market mediates for superlative end-user benefits.
  2. Analysis by Product Type: This section of the Cold Chain Logistics market report includes factual details pertaining to the most lucrative segment harnessing revenue maximization.
  3. Geographically, the detailed analysis of consumption, revenue, and market share and growth rate, historic and forecast (2015-2026) of the following regions:
  4. United States, Canada, Germany, UK, France, Italy, Spain, Russia, Netherlands, Turkey, Switzerland, Sweden, Poland, Belgium, China, Japan, South Korea, Australia, India, Taiwan, Indonesia, Thailand, Philippines, Malaysia, Brazil, Mexico, Argentina, Columbia, Chile, Saudi Arabia, UAE, Egypt, Nigeria, South Africa and Rest of the World.

Read more at Cold Chain Logistics Market Outlook On Rising Application, Revolutionary Trends & Potential Growth Ways 2026

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7 skills logistics leaders will need to manage the digital supply chain

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7 skills logistics leaders will need to manage the digital supply chain

7 skills logistics leaders will need to manage the digital supply chain

It took some time for the tech revolution to hit the logistics industry, but now that it’s here, everything is changing rapidly. Suddenly, it’s all about omnichannel commerce, digital transparency, and advanced analytics (among many other trends). And as the world of logistics changes, the leaders of the logistics industry will have to develop new skills with which to navigate it.

What skills will the logistics leaders of tomorrow (and today) need to effectively manage the new realities of the supply chain? These seven areas will define the success of a business’s digital supply chain operations and separate the organizations that can fuel their success with technology from the ones who must struggle to adapt to it.

To manage the digital supply chain, here are 7 skills logistics leaders need

1. Ability to adapt

Twenty-first-century logistics will require its leaders and managers to constantly learn how to use new tools and react to changing market conditions. The new logistics professional has to keep a steady hand at the tiller during times of big change and use solid data analysis to find the right path forward, even when market conditions aren’t perfectly clear.

2. Proactive curiosity

Adaptation is easier when a business pursues the right new tech, rather than waiting for it to come to them. Good logistics management will also increasingly require a commitment to proactively keeping up with technological and industry trends.

3. Strategic thinking

Thinking two steps ahead can be tough when the business environment is changing so rapidly, but that’s what the new millennium logistics professional has to do. They have to take the long view and keep a business’s core principles at heart when creating plans for the future.

4. Enterprise IT use and procurement

Enterprise IT is an increasingly critical skill set for logistics professionals. Almost all logistics companies now use enterprise IT software, such as ERP suites, to manage their supply chains, and digital logistics professionals must often make decisions about procurement and implementation of these sophisticated software products.

5. Project management

Today’s logistics professional often has to assume leadership roles on major projects. In order to be an effective leader, they must be skilled at tasks such as:

  • ● Identifying the strengths and weaknesses of team members and delegating tasks to them effectively
  • ● Working with upper management to structure project calendars and deadlines
  • ● Estimating costs and planning for the budgeting and deployment of resources

6. People skills

Speaking of managing people, logistics professionals must also remember that not everything in the digital supply chain is run by circuits in a plastic enclosure. On the contrary, old-fashioned people skills are as necessary in the logistics industry as they’ve ever been—perhaps even more so.

7. An omnichannel mindset

Business, both B2C and B2B, now flows through a multitude of channels. That means that for the 21st-century logistics professional, an omnichannel mindset is a must-have. Whoever your customers are, they’re now on mobile phones, tablets and even voice command services like Alexa. A business’s platform and its logistics operations must reflect this new reality.

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