How to mix conversational PM, avoid ratings yet support a bonus culture

It is well documented that over the last three to four years there has been a movement away from a traditional annual, ratings-based performance appraisal process.  The current direction of travel is towards a more agile, conversation-based and individual approach to managing performance, also known as Continuous Performance Management (CPM). This movement is picking up speed: 79% of executives rate it a high priority, up from 71% three years ago, with 38% calling the movement “very important.” (Deloitte University Press)…

Making Check-Ins a purposeful conversation.

  Everyone we talk to is buzzing about how to move to a more conversational approach to performance management.  But for many, it's not clear what that means in practice and how to make those conversations 'purposeful'. Moving to a more agile and on-going approach to appraisal conversations, needs a culture shift, buy-in and commitment to a change.  Whilst you don't 'need' software, a great online system can help embed and reinforce this change.  Having a tool that is easy to access and simple to use means you can enable, capture and build on those great conversations!  For you in HR, you'll be able to see what is happening and where - and measure, track and celebrate engagement in this new process.  Spend 2-3 minutes now and take a quick look at the video below of how 'purposeful' check-ins can work between managers and their team members.…

How detailed does your Competency framework need to be?

Increasingly and as part of a broader talent management strategy, we are helping client's analyse and develop competency frameworks. Working with large numbers of these you do begin to see patterns and consistent themes, but we do also see a great variation in the depth, breadth and structure of competency models.  If you'd like to see some examples that span this spectrum, read on and do contact us. When developing a framework to underpin your talent management efforts, it can be difficult to strike a balance between something that will apply to most and making it too generalised to be useful. Our first step, is to ask why and how with the framework be used.  We often create 'personas' of people that intend to use the framework in applications such as recruitment, performance management, talent reviews, leadership development and so on.  With this 'lens' firmly in mind, we can begin to set the right level and continuously refer back to the 'how' and 'why' to keep the project outcome-focused. Whilst staying grounded in the application of competences, we can't ignore the sound research that exists and has stood the test of time.  …

Is Continuous Performance Management right for your organisation?

There’s plenty of talk about Continuous Performance Management. But is it right for your organisation? Is it worth the upheaval? And what are the signals or flags to know if this is the right call for your company? These were the first questions asked by the attendees at our webinar hosted by CIPHR.…

You cannot change culture without changing behaviour

You know that an organisation's values and culture are reflected in the way in which it chooses to appraise and manage employees' performance. And it's an important channel for communicating what - and how - things need to get done. So, when you need to change the culture of the organisation, take a closer look at your performance review process. …

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