Last week, we looked at some myths about Performance Management that reflected both poor performance and poor management. Today, we will discuss how traditional approaches to Performance Management are not necessarily the best ways to judge employee effectiveness or...
Here are seven of the most pernicious myths about Performance Management. The first four exist in the minds of managers, and the last three reside in the minds of employees.
In part 1, I outlined a model of human resources maturity among nonprofit organizations based on the clear delineation of position, person and performance. I also examined the first two phases of this maturity including their implications for the design and the effectiveness of key human resources processes. These processes include recruitment and selection, compensation, performance management, professional development and career/succession planning.
During my years working as a consultant to nonprofits, I have observed three basic phases of organizations' human resources maturity. This maturity can be defined in terms of how much delineation exists between position, person and performance. Each phase has...
"Why?" "Because I said so." This exchange, perhaps a staple of parent/child relationships, has no place in management. In fact, communicating to employees the why of their work -- the context, value and relevance of their work -- is vital to both training efforts and...
Perhaps you do not run a huge, sophisticated organization with department heads and divisions for every function. Or perhaps you do. Either way, you can probably do more to get the best from your people, aka human capital, and thus support your Employer Brand. Take...