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Companies excel at calculating ratings. They judge, force rank, provide infrequent and limited feedback, and assess outdated, obsolete, and irrelevant goals. And then they wonder why appraisals are so despised! Forget performance ratings and annual appraisals. Instead, create a culture of mutual respect where candid dialogues, continuous feedback, knowledge sharing, and learning are integral to
Due to the industrial era belief that money is the strongest (and only effective) motivator for employees, traditional Performance Management approaches are strongly linked to cash incentives. But ever since Daniel Pink’s “Drive” (and decades of scientific studies), we know that 21st century knowledge workers are, in fact, intrinsically motivated and driven by mastery, autonomy,
Companies must constantly evolve to meet new challenges and opportunities. Learning and development is a key part of the equation, not only on a personal level but also on an enterprise level. You must provide the time and space for people to inspect and adapt in order to create a learning culture that is supported
The digital age belongs to knowledge workers who think outside the box. No wonder constricting processes and micromanagement are not going down well. Make sure to bring these talents together in collaborative, self-organizing teams and throw fast feedbacks, constant communication, access to data and knowledge, and decentralized decision-making into the mix. If you are a
We operate in a complex and highly demanding world with an endless need for innovative and mind-blowing results. Being able to inspire people to greatness is imperative. It takes a strong vision that people share (not just a nice plaque on the office wall). This vision is your anchor for a roadmap with inspiring goals
The accelerated pace of today’s business world makes it increasingly difficult to think in multi-year cycles and set rigid top-down goals on an annual basis. You can handle this by reducing the cycle time and implementing an iterative, interactive process. That way you can deliver results while being able to adequately adapt to internal and
Traditional Performance Management systems are in deep crisis. Their industrial era approach is unable to meet the demands and thinking of 21st century people and organizations. Lean | Agile enterprises press the reset button and move from an administrative Performance Management process to a successful iterative performance flow. The results of the SHRM Survey, “HR
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR. Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the
Lean | agile enterprises are more successful in absorbing new hires and getting them up to speed. They naturally embrace and ignite people to inspire and make them part of something great. And their onboarding is a real kick-starter on so many levels: it is instant, it is effective, it is sustainable – and above
A couple of days ago Meghan M. Biro shared the following tweet: Most #HR & #recruiting leaders struggle to develop talent pipelines #PFLiveChat — Meghan M. Biro (@MeghanMBiro) March 25, 2015 I absolutely agree. Identifying, attracting and engaging the right people is key to building a strong workforce. But finding top talents is getting
