Fast Start conversation: Performance reviews are rarely done with the end in mind: to augment what works and to highlight opportunity for even more effectiveness. Too often the review process is more façade than intention with process over promise. 94% of 1,400-plus participating CFOs said performance reviews are effective in helping employees improve performance. Among 422 workers employed in office environments, only 62% said the same. In Scourge of Performance Reviews, CFO.com’s David McCann offers a view worth reading. CFOs = satisfied, employees = not quite. Why is that? If you are an engaged manager, after all, why would you need an official performance review anyway?
Politics trumps those who have shown reliable, merit-based performance.
When rewards are given to those with little merit, but through a host of politics such as cronyism, parochialism, and kleptocracy engagement is sabotagued and have little hope to achieve true engagement.
Merit-based performance would focus on the employee’s behavior that exemplifies excellence or the employee’s behavior that needs attention or improvement. When cronyism, kleptocracy, and parochialism gang up meritocracy has no chance.
At school, model students can shine above the rest. Held as scholarly exemplars, with honor society and class rank to herald their deeds, these students are often ready to “help” their class, their school, and their community. At work, those that shine above others and appear ready and willing to lend a hand risk far more than a roll of their classmate’s eyes for being the teacher’s pet or the valedictorian. These star performers can create resentment in other employees. In organizations that model employee willing to help others risks outright employee resentment and may perpetuate a performance myth to the organization. How you identify and manage these star performers may impact more than just your work, but your efforts may impact team motivation and create resentment. I read about this with interesting in a Human Resource Executive Online article called The Selfless and the Despised: The Symptom: Those who willing …
September’s Talent Management magazine writer Mr.Harold D. Stolovitch provides a reality check within his Human Performance column titled Dispelling Performance Myths: High job satisfaction results in high performance When employees select their own work goals, their motivation to achieve them is greater Personality inventories used for selection purposes are strong predictors of job performance success Organized, supervised work teams outperform self-managed teams Fortunately Mr. Stolovitch also offers what to do differently for each myth. And to continue with another dose of cold-water in our never-ending quest to motivate and manage our greatest assets, September’s Talent Management magazine cover story tells us How to Ruin a Perfectly Good Employee; Start With a Performance Review. Mr. Samuel Culbert advocates doing away with performance reviews, entirely! Heresy you say? Well, here’s his seven pieces of advice for true employee growth, see Mr. Culbert’s article …
When we talk innovation, innovation is usually connected to a firm or a region. Interest with innovation at the regional level is usually couched in economic development. So, what is economic development other than politicians, ribbon-cutting ceremonies, and glad-handing photo-ops? Why are so many incentive packages being offered? Tax havens being offered? Tax holidays? Who do they benefit? How are these policies and programs measured for success? Where are their success measurements? There is only 1 performance measure for regional development success: tax revenue. From a policy perspective building a cluster, special economic zone, technology or innovation courtship a tax revenue performance measure is terribly easy to remember: tax revenue minus projected revenue of tax concessions. Tax revenue is an easy performance measure to track and easy to comprehend: has tax revenue increased or has tax revenue decreased. It …
I find people have a tendency to become too involved too quickly with tactics. Tactics include what to buy, what to build, what to move. Strategy is why build, why buy, why move.
Much of your organization is involved in the detail of execution, it is illogical they are not strategically aligned. When your team discovers tactics they deliver align to organization goals there is clear purpose in what they do.
Purpose provides motivation.
The meat of the strategic planning process is the goals-objectives-actions value chain. People may have other definitions for goals, objectives, and actions, and bristle at the rigidity of the definitions, however, a single use for each term will remove interpretation and confusion.