It’s sometimes difficult for employees to beat their best without goals in place, much less goals that fit their skills and experience. Their purpose is to make your team members better employees and help them along their path of professional development. So how as a manager can you help employees create these appropriate and challenging goals? It’s all about asking the right questions…
Employee recognition is a high ticket item when it comes to retention and employer branding. The reality is no one wants to work in an environment where accomplishments go unnoticed. While it’s true employees won’t turn a blind eye to a bonus or raise, studies show that money is only a temporary motivator and is not the biggest factor weighing into your retention and productivity rates. So what does a leader do when their company needs an updated or entirely new recognition program, but doesn’t have an easy option in which to turn? They actually get to know the people who make up their organization, of course!
Performance reviews are naturally stressful, for both the manager and the employee. In fact, over 40% of employees dislike these reviews and an even higher percentage of HR professionals don’t like their systems. Obviously, something is already broken with the tech and the process itself. While changing technology and frequency can help, decrease the stress of an already stressful event by not saying any of these things.
You’ve recently finished the cyclic performance reviews, and you’ve noticed a few of the employees on your team have the potential to move into leadership roles. Although the company doesn’t have a necessarily strong high potential development program, you still want to give these few employees a chance to grow professionally. The next logical step would be to give these team members projects and assignments that will build their leadership skills. These developmental assignments drive value for the employee, company leadership and HR. Let’s go over why assigning developmental assignments is effective.
Employee performance has its own set of metrics, and just the same, employee engagement is measured on another set of data. The real question is: why are performance and engagement being calculated separately? They are so closely related and rely heavily on the employee’s connection to the company they work for. When it comes to your employees, can you measure performance without engagement? In short – no. Performance and engagement are inextricably linked to how employees work in your organization. There is evidence to prove this statement, so read on…
We’ve come to expect larger organizations, the ones that have been around long enough to accumulate hundreds of employees, to have stellar performance management practices. Unfortunately, that’s not always the case. Rack and stack performance review practices still account for an estimated 21% of Fortune 500 organizations. Although major companies like General Electric and Microsoft have changed their antiquated ways, a few organizations like Amazon still use stacked ranking as a way to assess the performance of each employee. The issue: forced distribution can rank a great employee in the bottom percentile.
As Deloitte redesigns their performance management system, it has made some leaders wonder, What am I missing? Assessing employee performance isn’t just about measuring their skill; it produces inconsistent data. Instead of evaluating the immediate skill set (which can change) consider the employee’s future potential which can be indicative of their dedication to the organization (for the sake of longevity predictions). With all of the key performance indicators you’ve been trained to measure per the organization’s standards, it’s easy to miss some of the most important metrics of employee performance. What are these key performance metrics you forgot to assess?
Whether your team is composed of a predominantly Millennial group, or there’s a mixture of generations, a work-life balance is necessary. The question is: how far should you take that balance? Many companies are working toward a more flexible program this year. That initiative, however, might not be the right fit for every organization.
What do you think of when you hear the term company culture? Is it the employee perks like free gym memberships? Monthly team lunches on the company dollar? Even something as small as free parking? While these do determine a small portion of what sets your organization apart from your competitors, it’s not everything. Company culture, in short, is how you build the sense of community (and what type of community that is) throughout your team.
Employees go about their daily activities every week, waiting for the project that breaks them from their positions and gives them the opportunity to climb the ladder. However, while this may be true for companies in the movies, it’s not always the same for organizations in the real world. Even if this is the case with your organization, you can change it with a simple adjustment to your performance management. By implementing a system with clear and transparent communication and predetermined employee alignment, your organization can create a culture of responsibility.