Performance Appraisals: Resist the Temptation and Do These 6 Things Instead
Traditional performance reviews are unhelpful and unwanted, so trade them in for a new method.
Why GE’s Talent-Review System’s Secret Ingredient is Still a Secret
Raghu Krishnamoorthy, a vice president at GE, recently wrote an HBR-Online article about GE’s secret ingredient to its purported Talent-Review System. One can assume by reading the comments on the web that the most common takeaway from the article is that GE managers spend a lot of time with the employees being reviewed.
Performance Reviews: Why Bother?
Bloomberg Business Week
Unsurprisingly, hauling people into a conference room and rating them on a numerical scale isn’t a popular practice. A 1997 national survey by the Society for Human Resource Management found that only 5 percent of employees were satisfied (42 percent were dissatisfied) with their companies’ review process.
Measurement Isn't Enough to Change to Performance
If the saying “What gets measured gets done” is true, then why are so many people overweight? Read Aubrey's latest "Performance Reset" blog in Talent Management Magazine
Should Performance Be Measured Daily?
The benefit to the employee is misunderstood and consequently overlooked when considering a measurement system.
It's almost that time of year. Managers and their teams are gearing up for a familiar holiday tradition: end-of-year performance appraisals.
Designing a Compensation Program that Motivates and Produces a Profit-Driven Workplace
The traditional performance review or appraisal is based upon supervisor perceptions of an employee's performance rather than objective results. The 7 recommendations for designing or improving pay for performance programs through the application of behavioral principles are discussed.