We’ve all had days at work where you clock in before the sun rises and clock out after the sun sets… but hopefully it’s not a habit. For organizations where it’s more common to eat dinner at a desk than a table, promoting workaholic behavior on a regular basis can damage overall productivity. Workaholic culture is ruining employee performance in your organization; pushing employees to meet one more deadline before they head home for the night or go on their weekend adventures vandalizes the employee engagement strategies you’ve created.
Productivity, performance, and standards are key facets of your team’s day-to-day work. But before issues with these develop, what can you do? Are there any preventative measures departmental and company leadership can take? Yes – specifically targeted engagement strategies personalized to individual employees. Foster motivation and engagement before their personal performance standards wane and asses it through regular performance appraisals.
Employees need – they desperately want – feedback from their supervisors. While many suggest the benefits of informal feedback, passing down the hall or a casual conversation about the latest team project, there are benefits to integrating formality into the conversation. Performance appraisals guide this formality into the performance-centered discussion so the review is measurable. However, when just one performance appraisal is missed, several other things fall by the wayside and productivity begins to waiver. Ignore these warnings at your own risk…
There are a number of qualifiers for candidates to join your team: experience, training, aptitude, etc. There is one thing most employers don’t account for when they hire – and even evaluate – those on their team. Do you really know how honest and trustworthy your employees are? Evaluating your team’s integrity is just as important as understanding employee performance.
Recently there’s been a decline in the quality of work around the office. As you look around, you notice more employees off task, more projects unfinished, and finally you realize… the performance management strategy isn’t working anymore. In fact, it’s failing to the extent of which you don’t know how to rectify the situation. Don’t worry – we are experts when it comes to performance management solutions, so we have the answers to solve the performance management blunder.
Orientation, onboarding, and the first day on the job… the cultural immersion and familiarization with the company and position are important, but what about the performance standards? All essential information is provided in these first few days on the job, but maintaining that standard of performance for new hires while they are still learning can be a challenge for some managers. However, with a mixture of formal and informal training with precise work, ensuring these new hires have a deep understanding of what they are expected to do won’t be so difficult.
Performance reviews aren’t always an easily mastered task. Even though they take a little bit of practice, managers can take some preemptive steps to make sure they start on the right foot. For the novice managers new to conducting performance reviews or the organization ready to take a step in the right direction to rejuvenating their current performance management system, here are a few tips to help get you started on the right track.
Mother knows best. Or at least, that’s what we’ve been told. Mom (or dad) taught you how to do the laundry, make dinner and be a good person. Well, performance management is similar. Performance management has evolved into a coaching apparatus more than a means to reprimand poor work performance. While reviews and improvement plans remain, performance management has helped many employees become better in their areas of strength instead of managing them out of the company. In short, we’re getting better at this! But with that change comes a different set of responsibilities for the managers, employees and even organizational leaders.
“[Redesigned performance management processes] shift the focus away from forced-distribution rankings and much more toward helping managers coach people to succeed. By changing this one HR ‘ingredient,’ it is possible to affect many others.” – David Parent, Nathan Sloan, Akio Tsuchida, Deloitte 
The performance management of your parents doesn’t work anymore. Changes in the structure of leadership and the influx of varying workforce generations don’t function the same way as they did 50 years ago. What used to be a system of reactive processes to address problems and employee concerns after it was too late, is beginning to develop into a forward-facing, proactive talent entity. Deloitte recognized the need for change and has initiated the redesign of traditional performance management to match the needs of the modern workplace. With the new age of organizational development, best practices have changed.
Employee reviews are rarely easy for the employee receiving the review or the person delivering one. Receiving a less than perfect evaluation, even when it’s presented in the form of constructive criticism, can trigger feelings of inadequacy—we’re human, after all.
Compounding the problem is the way employers frequently deliver reviews, relying on a generic, one-size-fits-all evaluation approach. This benefits neither the employee nor the employer.
Developing an employee review process that fits your company’s culture is essential, and we’ll highlight steps for doing just that. First, let’s talk about why performance reviews are important in the first place.