Findings from the 2013 Mercer Global Performance Management Survey report that performance management initiatives could and should be more effective. Only 3% of the 1,050 survey participants from 53 countries say their performance management program provides exceptional value. Ouch. The biggest problem: only 6% of managers are highly skilled at having candid performance conversations. One in three organizations said the ability of managers and employees to engage in performance conversations is key and has the greatest impact on company performance.
Performance Management Blog
How to Handle an Employee Who Denies Responsibility
There are times when information about what someone has said or done gets back to us via a third party. We haven’t observed the event firsthand but we’re pretty sure it could have happened. The conundrum is whether we have a conversation with the person in question or not. We hesitate because in this scenario it would involve having to say where the information originated. So we’d hear something like, “who said that”.
We’re excited to have Sean Conrad, a Certified Human Capital Strategist and Senior Product Analyst at Halogen Software, provide some insight on employee motivation.
1. The reason or reasons one has for acting or behaving in a particular way
-escape can be a strong motivation for travel
2. The general desire or willingness of someone to do something
- keep staff up to date and maintain interest and motivation
Most of what HR professionals (this included me) have taught our leaders about giving performance feedback and addressing performance issues is flat out wrong.
Topics: difficult conversations, do's and dont's of performance management, performance feedback training, performance feedback, performance management training, do's and don't of performance feedback
And do Something About it...
As the primary mechanism for delivering feedback, the annual performance review leaves much to be desired. I don’t know that reviews will ever be dumped, but I do know that managers, employees, leadership and HR don’t put a lot of stock in them.
One of the excuses we commonly hear as a reason for not actively engaging in dialogue with employees regarding their performance is “We’re really nice at XYZ organization” or “We're non-confrontational". Translation, “We have people who are underperforming, but we’d rather not have those conversations.” Or, “It’s just easier to let the underperformance continue as is; I’ll just focus on my A and B level players.” And finally, “What would we say and how would the person on the receiving end react? We’d rather not go there.”
Some questions can invite criticism. Let's compare and contrast two questions:
Bad Question: If I ask "what are my strengths and weaknesses?" I'm asking for criticism. It's almost like asking, "Tell me about my deficiencies". It's just not that helpful to give or get that kind of feedback.