It’s been said that “the beginning is the most important part of the work.” Whether you have just taken the next step in your professional career at your existing company or have transitioned into a new organization, when you land a new leadership position, the same notion holds true.
When it comes to performance reviews, new managers can dread them as much as employees. Early-stage managers may have never been involved in a performance review process for direct reports, or perhaps they have but now they need to learn a new system.
In this three-part blog series, Namely’s VP of Product, Brian Crofts, and Namely’s HR Advisor, Sneh Kadakia, are stepping back to look at both sides of the performance management spectrum. By uniting product expertise and HR experience, we hope to offer guidance for those tasked with driving a successful performance management strategy.
As HR professionals who closely follow performance management trends, one of the biggest questions is: “What comes first when deciding on the right performance management approach for my company? Is it the practice (i.e. what to do), or the tool (i.e. how to do it)?
Depending on who you ask, you’ll get a wide variety of answers. Most of us are still in the process of determining the best solution for our company, with its particular culture and talent pool.
Your performance management strategy may look great on paper, but its success depends entirely on execution. Because managers are the ones driving the process, their commitment is what makes your strategy a hit or miss. Their buy-in and participation are crucial to launching a strong performance management strategy and fostering a feedback-rich culture.
Let’s be honest: The performance review has gotten a bad rap. Not only do employees dread the process, managers often feel the time can simply be better spent doing something else. Unfortunately, while the performance review process is intended to be helpful to everyone, several companies are simply doing away with them.
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How cool would it be if every time an employee goal was met, an enormous cry of “GOOOAAALLL!” erupted through the office? Unfortunately, our offices aren’t stadiums, and not all goals are winners. Goals can be useless to employees—not because they’re poor workers, but because the goals themselves are poorly designed.
Let’s face it, performance reviews have earned themselves a bad reputation.
Many employees dread their annual performance review, and most managers view these reports as just another task on their to-do list.
Promotions are an upgrade for everyone in your organization—when done right. They’re excellent employee encouragement, the kind that really makes people stick around. They’re also a symbol of upward mobility to all workers. Finally, they save you money on an external hire, both in hiring costs and salary (external hires are paid about 18-20% more than internal workers for the same job).
The field of human resources is changing. In our HR Redefined series, we give innovators a medium to share personal reflections, professional advice, and best practice guidance.