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on 22-Apr-10 02:29.
Should You Measure Individual People's Performance?
by Stacey Barr
Performance Appraisal, Individual Performance Review, Personal Performance Development Plan. There are numerous names for this artifact of the post-1990s organisation, but they are names for basically the same concept: the measurement, review, evaluation and management of the performance of an employee. And it is one of the most contentious management processes of them all!
Why Organisations Do It
There are many reasons why managers continue to use individual performance appraisals, despite their love-hate relationship with them:
• to motivate staff to perform better, to contribute more to the organisation's results
• to reward and recognise great performers
• to validate decisions to get rid of (or manage) poor performers
• to give staff the opportunity to continually learn and develop
• to make the organisation and its processes perform better - to inform succession planning and promotion decisions
The intentions behind almost every employee performance management system are good and just. It's about making things better. But are they really making things better, the way most organisations currently design and implement them?
on 22-Apr-10 02:28.
Silver Spoon Recognition
by Chris Herrmann
Toby Miller is your picture of an all round good guy. He doesn't even consider himself to be much of a star but he does enjoy going to work and he enjoys mixing with his co-workers, making sure that they all smile at least once a day. Of course he does what's necessary to get results but, under normal circumstances, he usually slips under the recognition awards radar that sweeps through the department once a month.
Many reward and recognition systems have incorporated a "wooden spoon" award in the past. The purpose of this was to highlight poor performance in the mistaken belief that it would, somehow, act as a deterrent to people. They were supposed to look upon the wooden spoon as a shameful emblem that they would want to avoid at any cost. Unfortunately, this overlooks the deep psychological reasoning for poor performance in the workplace.
on 22-Apr-10 02:27.
Ten Tips for Creating a Terrific Employee Appraisal System
by Dick Grote
Face the facts: Creating a new performance appraisal system is a difficult undertaking. It's even more difficult if the organization doesn't have a logical, well-tested, step-by-step process to follow in developing their new procedure.
Based on my experience in helping dozens of companies create performance appraisal systems that actually work, here are ten tips that will help any company create a new performance evaluation system that will provide useful data and be enthusiastically supported by all system users.
One - Get top management actively involved. Without top management's commitment and visible support, no program can succeed. Top management must establish strategic plans, identify values and core competencies, appoint an appropriate Implementation Team, demonstrate the importance of performance management by being active participants in the process, and use appraisal results in management decisions.
on 22-Apr-10 02:26.
Using Performance Appraisals to Enhance Employee Performance
by Donna Price
The annual performance appraisal is an opportunity to enhance employee performance and create greater success for the company and the individual. My intent is to explore how coaching skills can be used in creating a good performance appraisal experience for both the employee and the supervisor and how to keep good performance going throughout the year. As a manager for 18 years my experience was that performance appraisals were a tense time for the employee and the supervisor. In either position, for me it often felt uncomfortable, so how do we reframe it so that it is a good experience for both?
Start with vision:
It's important to start with vision: the company's and the employee's. What is the company vision? The company vision should be compelling and known by staff. When staff don't know the owner's vision for the company it is hard for them to help move it forward. Having a clear and compelling vision that employees can buy into provides a foundation for success.
But what drives the individual isn't the bosses vision, the company's vision, but their own compelling vision.
• Employees can embrace the company vision but ...
• True success comes from within and from personal vision.
• Personal vision should be compelling and tied into the company vision.
• Do you know your employees' dreams and visions for their lives and career?
on 22-Apr-10 02:22.
Poor Performance Reward and Recognition
by Chris Herrmann
The most effective tool in a manager's toolkit for dealing with poor performance is coaching. Not screaming at them from the stands and withholding rewards, but working with them down on the pitch to find out what's causing the problem and building their fitness and stamina like the corporate athletes they should be.
The study of how we interact with one another in society is called Transactional Analysis. This research has broken down the complexities of the hundreds of interactions that we have every day into a simple model.
In principle, there are three modes we can adopt in any transaction that we participate in with another human being. We can choose to be Adult, which is a non-judgmental, constructive approach. We can choose to play the role of a Critical Parent, which involves being highly scathing and negative, or we can choose to take the role of Child. There are a few variations on the child role, but the simplest is the submissive, fearful role; a bit like catching a rabbit in your headlights.
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