12 Posts found for Keyword: performance management

Google appears to have discovered a way to pay people for being helpful without making it transactional. The company invites employees to nominate colleagues who have been helpful to receive small cash rewards. By making the rewards a product of peer nomination, Google converts a cash payment into a symbol of appreciation. As a result, people are less likely to see the reward as cheapening … [ Read more ]

Authors: Madan Pillutla, Nirmalya Kumar | Source: Pay for Performance: When Does It Fail? | Original Publication: Management and Business Review (MBR) | Subjects: Human Resources, Organizational Behavior | Company: Google

High-performing managers create simple goals, make sure they are clear and transparent, and revisit them regularly. Google, for example, uses an agile goal-setting process called OKR (objectives and key results), which was originally developed at Intel. The process is simple and effective: Each individual (from CEO down) sets ambitious and measurable objectives (like “launch Gmail version X by year end”) and are asked to define … [ Read more ]

Author: Josh Bersin | Source: Becoming Irresistible: A New Model for Employee Engagement | Original Publication: Deloitte Review | Subjects: Human Resources, Management | Company: Google

E. Tory Higgins, the Stanley Schachter Professor of Psychology at Columbia University, argues that one of two states tends to dominate the way we think: a promotion focus or a prevention focus. The basic distinction is really to do with when you’re pursuing goals or making decisions. The promotion state is when you think of your goal as something to accomplish, something to aspire to; … [ Read more ]

Author: E. Tory Higgins | Source: What’s My Motivation? | Original Publication: strategy+business | Subjects: Leadership, Management, Organizational Behavior

Some innovative organizations are using a two-tier performance appraisal. One appraisal assesses how a person “manages”–did they get work accomplished in a timely manner and achieve their performance goals? This assessment determines the leader’s bonus. The second appraisal assesses the individuals leadership ability–how well did they develop, motivate and engage their people? This determines whether they get promoted. So someone may be … [ Read more ]

Author: Albert A. Vicere | Source: Leaders in Short Supply Just When We Need Them | Original Publication: LeaderValues | Subjects: Human Resources, Leadership, Management

A survey evaluating a team’s performance can be a powerful tool for making that team more effective. And the first message that consultants and HR professionals often communicate on these surveys is: “To ensure that the team gets the best data and feels protected, we will make sure responses are confidential.” The widespread assumption is that if team members know their answers are confidential, they … [ Read more ]

Author: Roger Schwarz | Source: What Anonymous Feedback Will (and Won’t) Tell You | Original Publication: Harvard Business Review | Subjects: Management, Organizational Behavior

In one organization, managers give an “I caught you caring” pin to employees who demonstrate outstanding service or performance. Only a few stellar employees receive this coveted award. Below the words “I caught you caring” is the invitation “Ask me what I did!” This encourages the award-winning employees to share stories about their outstanding performance with their coworkers.

The pins have an ongoing impact on … [ Read more ]

Author: Vandana Allman | Source: Mismanagement in the Henhouse | Original Publication: Gallup Management Journal (GMJ) | Subject: Customer-Related

HCL delivers detailed financial performance data broken out by business unit regularly to employees’ desktops. This has stimulated employees to ask more questions, volunteer more ideas, and challenge their managers more often. In turn, everyone is making better decisions — the kind of decisions that directly affect the customer’s experience. Similarly, in a bold twist on the 360-degree employee appraisal tool, all appraisals are posted … [ Read more ]

Author: Vineet Nayar | Source: The Thought Leader Interview: Vineet Nayar | Original Publication: strategy+business | Subjects: Management, Organizational Behavior

• Providing clear minimum targets and acceptable levels of performance.
• Defining top performer profiles including extraordinary results and behaviors.
• Removing obstacles and constraints to performance (such as poor systems or processes).
• Improving the visibility of individual performance and results (such as employee dashboards).
• Creating transparency of performance relative to peers (such as league tables).
• Using top performers to coach and spread leading practices.
• Aligning talent management levers to motivate and develop performance.

[ Read more ]

Author: Catherine Farley | Source: Transforming Workforce Performance in the New Business Reality | Original Publication: Accenture | Subjects: Human Resources, Management

Henry Chidgey, who once ran several railroad and diamond companies, advocates monthly performance reviews. These reviews need not and should not be complex; they work best when kept extremely simple. Maximum accountability is the main goal.

Here’s how the process works. The day before meeting, your coworker brings you a list of five or six key objectives, detailing her progress on each. During the … [ Read more ]

Author: Gary B. Cohen | Source: Author’s Choice: Performance Reviews on Steroids | Original Publication: strategy+business | Subjects: Human Resources, Management

We did a simple thing that in retrospect was brilliant: We wrote a program that asks every engineer what they did every week. It sends them e-mail on Monday, and concatenates the e-mails together in a document that everyone can read. And it then sends that out to everyone and shames those who did not answer by putting them on the top of the list. … [ Read more ]

Author: Larry Page | Source: How To Succeed in 2004: Motivate Your Staff | Original Publication: Business 2.0 | Subjects: Human Resources, Management

Have employees and managers answer these questions and compare the answers:

• What are the top five things that you do that add value to the company?
• If you have people reporting to you, what are the top five things your people do that add value?

Subject: Management

Peter Drucker’s thirty-year-old concept of creating a “manager’s letter” probably remains the best performance-management technique to use with senior executives. Each executive writes an annual letter to her superior, spelling out the objectives of her own job and those of the superior’s job as she sees them. She then sets down the performance standards she believes are being applied to her. She lists the goals … [ Read more ]

Author: Dick Grote | Source: Passing Judgment | Original Publication: The Conference Board Review | Subjects: Human Resources, Management