Is Continuous Performance Management actually working?

Many organisations are making - or have made - the move to Continuous Performance Management. There's a real buzz about the benefits of more regular check-ins or catch-ups between manager and team member.  But how do you know if this is actually happening, and the goals and objectives being set and, in theory, talked through, are being progressed? …

Is your succession planning up to scratch?

To answer the question above, you need to start by asking yourself some other questions.   They may be the tough questions that you’re asked by your senior management team – that you wish you had the answers too by the spreadsheet and information you have is simply out of date and too difficult to keep fresh.…

What makes a good objective?

You and your managers know the importance of objective setting if your employees - and the organisation - are to achieve their goals. And you'll no doubt know of the acronym SMART when it comes to writing a good objective. But SMART misses a couple of key elements - and as such, we've refined SMART to become STREAMS.…

Help - I have to review someone as part of a 360. What do I do?

Is this something you hear from your line managers and other employees when it comes to 360 degree reviews?   You need to reassure them that, if they've been asked to provide some 360 degree feedback by a colleague it’s because their opinion is valued. They're seen as being someone who's in a good position to observe and comment on the other person's behaviours and interactions - and because they're seen as being someone who will provide useful, honest and meaningful feedback.  So what can you do to help those that have to give feedback on others?…

Continuous Performance Management - what's in it for HR?

You’ll have read the HR news articles which report on how some of the larger, household-name organisations have moved (or are moving) way from their annual appraisal system. They’re moving towards a more on-going, continuous conversational approach to encourage their managers to check-in on progress towards objectives and goal achievement of their team members.  Such a shift in approach requires immense effort, commitment, time and energy - not least by the HR team as they seek to upskill managers, educate employees and change hearts and minds.   So what’s in it for HR? Is it not easier just to stick with the status quo and not make this transition?…

How to set an objective for SME employees

Deep down, you and your managers know the importance of strong objective setting if your employees - and the organisation - are to achieve their goals. And that's the case regardless of the size of your business. But, sometimes, you'll find that managers will simply have "too much to do" or claim it as an "admin burden" or that their team "know what to do" - and they don't set objectives. …

What does a good development goal look like?

When writing business or role-based performance or objectives, encouraging your managers to also set one or two development goals or developmental objectives will help employees to grow, learn and develop. But how do you write a good development goal?…

How your Talent Management approach can destroy meaningfulness at work

Employee Engagement is an integral part of Talent Management. So we were excited to hear Professor Katie Bailey speak at a CIPD event about ‘Meaningfulness of work' and it going ‘Beyond Engagement’. …

Do men and women rate differently in 360 degree feedback?

Through our work with 360 degree feedback, we often get asked if we see any gender differences. Are women are rated more highly on particular competencies? Are women are more lenient raters than men?…

Succession Planning: embracing the changing talent market

In our last blog we looked at the challenge of deciding on who are the right people to include as successors in any succession plan - and how to identify them. Now we turn our focus to the impact that the changes in the talent market have had on succession planning.…

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