The modern-day employee is no longer simply motivated by their salary and, for this reason, organisations regularly attempt to incentivise workers with non-financial methods. This rapidly evolving trend was described by the Hay Group as ‘the primary vehicle in attracting and retaining talent” and a......
Nobody knows where you excel and where you’ve gone wrong better than yourself. Self-Appraisal is effectively a self-performance review, which can then be used as an integral part of performance appraisal. There are both important benefits and consequences that result from using Self-Appraisal. Such approach......
We immediately relate to a Performance Review being negative – when it really doesn’t have to be. A performance review meeting isn’t a one way conversation that has to be dreaded. It is a cooperative formal conversation where challenges and successes are discussed, along with......
Performance is a combination of ability and motivation. Line managers can be very quick to jump to conclusions, and make a general assumption that an employee is underperforming due to a lack of ability. This is not always the case, as it could be down......
When discussing poor performance in the workplace, it is generally assumed that the employee in question is responsible for the low performance levels. However, Manzone and Barsoux (2002) believe that this is not always the case and it is possible the poor performance is being......
180° and 360° feedback describes the process of collecting feedback about an individual’s performance from sources from different areas of the business hierarchy. For example, a manager may be reviewed by other managers, members of their team and partners, as well as reviewing their own......
Peer appraisal occurs as it is often believed your immediate colleagues know more about your performance than your manager or subordinates. It is a relatively new concept, but has shown to reveal intricacies about individual performance that may not show up with more traditional methods.......
Introduction: Why differentiate performance? Differentiating performance is a key part of good performance management. It means that we are able as managers to separate our high performers from our lower performers. It means that we are able to challenge under performance and to celebrate high......
In Katzenbach’s book ‘Peak Performance’ (2000), the author researches the mechanisms for driving employee performance in 25 major US organisations. He concludes that there are five key paths employers should take to inspire maximum performance from their staff, although attempting to take all the paths......
The ‘Balanced Scorecard’ is a method of assessing organisational performance, developed by Kaplan and Norton in 1992. The authors believed conventional methods of assessment were outdated and hence attempted to develop a method that covers a broader range of business areas. The scorecard has become......
An unconscious mental process is hard to overcome as we cannot visibly see it. Bias is strongly linked to stereotypes and subconscious assumptions based on a number of aspects. A few being; race, gender, sexuality, social class, job title, social status, accent, weight, disability and......
Management by Objectives describes the practice of aligning personal goals and objectives to your organisation’s overall goals, usually outlined in their mission statement. The idea is that having employees who understand their organisation’s mission and can see that their day-to-day tasks are contributing to it......
As Corporate Social Responsibility (CSR) initiatives have become more and more popular, the attention of performance management has turned away from only financial and towards a more holistic approach. An emerging idea fitting with this tradition is the ‘Triple Bottom Line’, an innovative way of......
Stretch goals are objectives set that aim to push your team further than ever before. The aim is often assumed to be impossible or at least previously not achieved. The idea is that by setting such an ambitious target team members are pushed out of......
Key Performance Indicators help organisations evaluate their performance over time. Most importantly, they are objectives that are linked to core functions/strategic goals of the organisation. As this is the case, if they are being met, it is likely the organisation is performing well overall. For......
An overall business strategy, and team specific objectives that are required to reach this aim, are vital for long-term success. However, within these plans it is also important to set personal objectives so each employee is aware of their own responsibilities within the strategy. For......
Effective performance management is often cited as the most vital component of organisational success, and hence ensuring it takes place is very important to any company. Whether it is ensuring targets are reached, deadlines are met or quality is maintained at a high level, ensuring......
Dr Tim Baker developed The Five Conversations Framework as an alternative to traditional performance reviews. Dr Baker believed that traditional methods were flawed. He claimed that the key shortcomings of traditional methods include its relative failure to engage employees and its poor perception among employees.......
Each and every organisation is unique and requires its own set of Key Performance Indicators (KPIs). It is important when measuring performance to consider what outputs are important to stakeholders, and which inputs drive these outputs. It is also essential to combine traditional performance measures,......
Although it is true all performance management models are unique in their own way, they also all follow a similar pattern, or sequence. Sequence models can be very simple or more complicated, but they essentially show a common sequence of events that take place during......
In 1998 the CEOs and Presidents of 67 of the largest European companies got together to make a commitment to promote the best practice for future organisational performance. They decided that a team of experts would be selected and asked to come up with a......