The appraisal offers a valuable opportunity to discuss workflow and goals, address existing gaps and encourage positive performance. While there are many reasons why appraisals don’t meet their objectives, however, one of the glaring issues is how poorly managers sometimes handle it. Here are the most common mistakes managers make in a performance appraisal and a few tips to reverse them:
5 Ways to Make the Most of Performance Appraisal Data
Performance appraisal should ideally focus on both the behaviour and outcomes. While all the current data gathering methods focus on results, how an employee has gone about doing a task also has to be part of the evaluation system. Here are five ways in which you can optimise the outcome of the performance appraisal process…
4 Signs That Indicate Skill Gaps in Your Team
The difference between a well-trained employee and one who isn’t can cost your business dearly. Bridging the skill gaps is critical to employee and employer success, and identifying them correctly is the first step. Right diagnosis of the skill gap is far more important than the training itself. It not only optimizes costs but also gives a hefty return on training investments.
5 Ways to Conduct Well-Rounded Performance Review
Work culture and the nature of work has seen a drastic change in the last decade. While performance review methods and approaches differ from organisation to organisation, the way we conduct performance appraisals must also undergo a sea change. Why? Because the one-size-fits-all approach is not relevant anymore…
Real-time Reviews for Employees – Utopian or Pragmatic?
Real-time review is a concept of sharing feedback with your employees on a regular basis. The idea is to keep it frequent so that there’s constant improvement in their performance while there’s still time for it. Here are some of the benefits of real-time reviews.
How To Communicate With Non-performers
While there are multiple pitfalls of un-resolved conflict issues, performance gap is one of the primary and almost predictable one. Despite knowing this, many people managers and leaders avoid confrontation, conversations and action at the right time – thus creating non-performance as an outcome.