performance management

For decades, most organizations handled employee performance in a very staid and traditional way: conduct an annual review during which the employee would be evaluated and graded, with scores typically linked to salary increases, incentives, and promotions/continued employment. 

But this approach is rapidly falling out of favor. In an oft-cited statistic, business analyst Josh Bersin writes, “70% of all organizations dislike the [performance appraisal] process.”

Not all employees are alike. Some excel in their roles, while underperforming workers can drag down the bottom line. Most fall somewhere in the middle. In Part 1 of this series, we introduced several ways to figure out which employee is which.

Not all employees are alike. Some excel in their roles, while under-performing workers can drag down the bottom-line. Most fall somewhere in the middle. In Part 1 of this series, we introduced several ways to figure out which employee is which.

Not all employees are alike. Some excel in their roles, while under-performing workers can drag down the bottom-line. Most fall somewhere in the middle. In Part 1 of this series, we introduced several ways to figure out which employee is which. In Part 2, we discussed management strategies specific to those workers in the middle of the range. Today we’ll focus on how to help top performers thrive.

Not all employees are alike. Some excel in their roles, while under-performing workers can drag down the bottom-line. Most fall somewhere in the middle. In Part 1 of this series, we introduced several ways to figure out which employee is which. Today, we’ll be discussing management strategies specific to those workers in the middle of the range. 

Redefine your thinking: high potential, if not high performance.

According to the Society for Human Resources Management (SHRM), organizations continue to struggle with effective performance management: “More than one-half (53 percent) gave their organizations a grade between C+ to B, another one-fifths (21 percent) chose a C, and only 2 percent gave an A in performance management to their organizations.”
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