Performance Management Blog

Performance Feedback Anchored in Your Core Competencies

Posted by Jamie Resker on Jul 18, 2013 2:05:00 PM

Anchoring your performance feedback alongside your organization's core competencies is a beautiful thing.  Let me explain and provide some resources and tools on this topic.

If you work at Rockland Trust, a Massachusetts-based 120 year old bank with about 2,000 employees in  77+ locations everyone can tell you, “We’re a place where each relationship matters”.  From the interview, onboarding, coaching, training, rewards and recognition everyone knows Rockland Trust is a place where all relationships matter.  Case in Point:   Bob, a Loan Officer, was great with clients:  professional and respectful.  Yet when it came to Bob’s tone and approach with the back office staff he showed impatience, frustration, raised his voice and generally treated colleagues poorly. 

Here’s how the conversation between Bob and his manager played out: 

Manager:  “Bob, this is awkward to bring up but I wanted to talk to you about your behavior with the back office team.  And before I say much more I want to point out that the behavior I’ve seen and heard about isn’t in line with our “Where each relationship matters” value.
“I need for you to put just as much effort into building positive, productive and professional relationships with your colleagues much the same way as you’ve done with your customers”.

Bob:  “I was wondering if you were going to say something about that”.
Michael Shipman, VP, Talent and Organizational Development for Rockland Trust said, “The overarching value of “Where each relationship matters” is so well known that Bob’s response wasn’t surprising.  Why?  Because Bob knew his actions weren’t aligned with the bank’s values.  The intent of an organization’s value statement and competencies are intended to communicate “this is the type of place we are and here’s what we expect.”  Whether those things are really expected and enforced is hit or miss.  Bob’s response says he knew the expectation but was testing whether he was going to be held accountable.  

When someone in your organization is conducting himself or herself in a way that is behaviroally disruptive chances are that a number of your core competencies are being violated.  This can be powerful stuff when it comes to justifying and providing performance feedback. 

When is bad behavior ever ok?

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Topics: addressing bad behaviors, core competencies, Halogen Software, performance management training, do's and don't of performance feedback, performance management

Tips for Getting Performance Feedback Before Your Review

Posted by Jamie Resker on Sep 6, 2012 10:21:00 AM


Most Managers Don’t Volunteer Performance Feedback; You Have To Ask Tor It.

Most managers won’t address an issue even if it’s just something small for fear of how you might react.  So that means that most of us aren’t receiving information about what is working and what needs more attention.

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Topics: asking for feedback, giving feedback, employee development, performance review, performance management, professional development, receiving feedback, one-on-one meetings, career development

The Right Frequency of Performance Reviews

Posted by Jamie Resker on Apr 20, 2012 8:41:00 AM

There’s been a lot written about getting rid of the performance review.  I came across a Harvard Business Review Article titled “Ditch Performance Reviews?  How About Learn to do Them Well.  Only about one-percent of organizations have gotten rid of performance reviews.  So if 99% of organizations are sticking with the practice it makes sense to do a better job with reviews and make them mean something. 

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Topics: performance appraisal frequency, performance appraisal timing, performance evaluation frequency, performance evaluation timing, performance review, performance management, performance review frequency, performance review form example

Performance Feedback, Development and Employee Motivation

Posted by Jamie Resker on Oct 12, 2011 5:02:00 PM

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.   


mo·ti·va·tion
noun /ˌmōtəˈvāSHən/ 
motivations, plural

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

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Topics: employee motivation, employee development, performance feedback, performance management, Feedback as a motivator

Avoiding Difficult Performance Discussions is Not Nice

Posted by Jamie Resker on Oct 18, 2010 10:06:00 PM

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.”

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Topics: difficult conversations, employee development, underperformance, performance feedback, performance management, avoiding conflict, ignoring performance issues