agile performance management

Shift from “Me” Performance to “We” Performance with Agile Performance Management

 

In our previous two blogs we discussed what it takes to become Agile and how recruiting needs to evolve. Now you have great talent onboard, how do you continue to manage their performance in an Agile way?

The way in which performance is managed and measured deeply affects the culture of the organization.  Traditional methods have individual goals, targets, key improvement areas and 360 reviews. With an Agile organization, these are replaced with continuous feedback, constantly evolving goals, and targets for teams rather than individuals. Read more

# 2 Hiring and Managing Talent in an Agile Culture

In the first part of “Human Factor of Agile – Are You Ready”, we discussed what it takes, from a people perspective, to become Agile. In this 2nd part, we delve deeper, and see how recruiting needs to evolve, for you to build an Agile organization.

 

In many ways agile can be considered a swift feedback control process. For recruiting that means: 1. validating with hiring managers on the quality before going too far 2. ensuring the interview team is aligned 3. gathering feedback from the interview team swiftly (and preferably in a same day team meeting, for accountability).

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5 Key Ways to Motivate and Engage Creatives

HR gurus have researched motivation for decades, and all the books and theories could fill the largest library in the world. And yet, every organization struggles with keeping its people motivated. The reason being that motivation and engagement is a balancing act between the individual them self and the organization’s connection with the individual, and this can vary person-to-person and day-to-day.

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Here’s What Industry Insiders are Saying about Out-with-Performance-Management, In-with-Feedback-Management

As an HR professional, one gets multiple requests from salespeople of HR technology companies to choose their platform over competitors when it comes to Performance Management. Performance management is a process that provides the employee feedback and promotes their effectiveness.

Michael Armstrong, in his Handbook of Performance Management, 2009 described it as “the continuous process of improving performance by setting individual and team goals which are aligned to the strategic goals of the organization, planning performance to achieve the goals, reviewing and assessing progress, and developing the knowledge, skills and abilities of people”. According to BambooHR, 70% of HR professionals feel performance reviews are very valuable, but only 34% of non-management employees feel the same. In the recent years, HR technology systems such as Trakstar, ClearCompany, SuccessFactors, and Namely have helped lift the administrative burden of appraisals from managers but for Performance Management to continue to be effective there are additional factors organizations should consider. Read more

Employee Engagement

How do you measure employee satisfaction and success? Have your HR business partners utilized complex analytics to look at the retention rate, factors leading to successful long-term employee placement, and what drives employees to stay or go? If not, it’s time to take a look at what is shaking things up in your organization, and whether that shake-up is something beneficial to your company’s growth and longevity. Read more

How Do You Retain Top Talent in Today’s Workforce?

We  live in a different world from thirty years ago. Instant results, knowledge at our fingertips, and communication at the speed of light…these are all realities in 2017 – not only in our personal lives, but also in our lives at work. Customers, clients, and coworkers expect immediate responses, and we have been programmed (or in some cases re-programmed) to react accordingly. In this fast-paced, technology-driven, instantaneous world, how do business leaders retain top talent and hold on to the good ones before they are stolen away by the next big thing, the newest shiny toy, or the most creative perk you can imagine? We think it’s important to keep a few key ideas in mind when planning how to not only attract those star performers, but even more importantly…how to keep them!

· Employee Engagement & Purpose: Employees not only want to be engaged with their work, they want a company culture that supports great causes, that offers volunteer opportunities, and that gives back in some monetary or giving way. Read more

How You Doin’? Effective Performance Management Strategies

“Checking-in” on employees is a critical piece of the retention puzzle. Landing quality employees is a big win, bigger still is retaining them for the long haul. Good people stay when they feel themselves developing and enhancing their skillset. Updating your performance management strategies, taking time to provide feedback to employees, and making sure the process is beneficial for everyone at the table is a worthwhile venture. In the words of Joey Tribbiani, a simple “how you doin’?” can go a long way! Here’s a quick rundown of ways that you can start implementing effective performance management strategies in your workplace today.

    • Setting up a system that everyone in your organization can get on board with is critical. If the CEO refuses to do performance evaluations or check-ins with his team, then there will likely be a trickle-down effect. Create a system that works for your organization – from the C-suite to the entry level.

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Talent Mapping – The Recipe for Today’s Succession Planning

“Succession Planning” is a term that seems outdated – a process-laden, long-range staffing plan for a large organization.  A more apt name would be “Talent Mapping” – a streamlined version of identifying qualified and inspired employees to fill future positions as and when they are needed.

Businesses of all sizes and types are susceptible to sudden vacancies of key positions.  What restaurant can afford to lose its top chef? Who will take on key client accounts when a high-performing salesperson retires? How will the family business continue if family members no longer want to run it? Will the non-profit mission be carried forward under new leadership? Read more

Mentorship and the Future of Work

I am the product of baby boomer parents who survived an arguably sheltered millennial upbringing in Southern California. My parents’ generation boasts of having worked at the same company for 20+ years, and some will easily double that number before their retirement. Company loyalty is something that baby boomers value immensely, and as these things often go, they’ve raised a bunch of restless, challenge-crazed and adventure-seeking millennials. The generational differences not only change how employees work alongside each other in today’s age-diverse workforce, but it also impacts how leaders should structure the succession plans and mentoring programs at work to ensure that there is learning and development, rather than resistance and conflict occurring as we seek to build workplace relationships to strengthen our teams and the future of the company. Read more

Trends: Employee Tenure, a Two-Way Street with Employer or Fast Lane to a Better Job?

Long-held notions that longer tenure benefits both employee and employer continue to erode as the reported median length of employment spirals downward. In January of 2016, according to the U.S. Bureau of Labor Statistics,  the median number of years that wage and salary workers had been with their current employer was 4.2 years.  Down from 4.6 in 2014. Way down for select demographics and industries.

Not unexpected, among 16 to 19 years-old’s who were still exploring skills and careers, 74 percent reported having had a tenure of 12 months or less with their current employer. On the opposite end of the demographics, 55 to 64-year-olds reported a median of 10.1 years. Read more