Jamie Resker

Jamie Resker

Jamie Resker, Founder and Practice Leader of Employee Performance Solutions, is a recognized thought leader and innovator in the area of performance management. She helps organizations create a culture of performance development conversations by reshaping dialogue between managers and employees with a framework designed to exchange meaningful information. Jamie is the originator of the Performance Continuum Feedback Method®, an approach for differentiating employee performance, identifying gaps and crafting hearable, sayable feedback. Her work is anchored on the principles of neuro-leadership and elements of Appreciative Inquiry which make the tools and training universally applicable, transcending organization type/size, industry, geography and culture. Jamie is a frequent contributor on the topic of employee performance and feedback. She holds a BA in Business from Emmanuel College and is an instructor at the Boston University Corporate Education Group. She is on the faculty for the Northeast Human Resources Association and is an Advisory Board Member for the Institute of Human Resources.

Recent posts by Jamie Resker

3 min read

Why You Should Stop Advising Managers to Give Feedback Early and Often!

By Jamie Resker on Jul 6, 2021 8:32:41 AM

Continuous Performance Management Saves the Day

One of the most fundamental parts of a manager’s job is giving timely feedback. If you’re in HR, how many times have you seen this:

A manager shares that an employee’s performance is problematic. The employee needs to be on an exit or performance improvement plan. The first question you ask the manager is something like,

“So, when’s the last time you had a conversation about this issue with the employee?”

Awkward silence.

One of my favorite “feedback” stories is from a colleague. Let’s call her Tanya. On Tanya’s first day of work as head of HR for a medical device manufacturer, this happens:

Before she’s able to grab a cup of coffee, a senior level manager, let’s call him Jim, bursts into her office. Jim shares that a direct report isn’t performing and needs to go.

After a few questions, Tanya learns:

• Jim hasn’t had a conversation with the employee
• There’s no documentation
• No mention of the issue in the employee’s performance reviews

Topics: positive feedback Continuous Performance Management