Performance Management is BrokenThere are 8 key reasons why performance management systems are broken. They are an administrative not a management task, they do not improve performance, do not align individual effort to the organisation's priorities. Further assessment is subjective and usually subject to bias, more a measure of the supervisor staff relationship than of job performance. Performance feedback rarely happens, and when it does it is often not timely nor constructive. Performance at work does not follow a bell curve distribution despite the fashion for forcing managers to rate their staff using such a formula. For all these reasons performance management systems are dreaded and discredited. Yet it is a relatively simple task to make the change to a next generation approach. What went wrong?It is almost universally agreed that the current approach to Performance Management is not working. Almost 98% of Human Resources professionals grade their Performance Management systems as unsatisfactory. Most people would agree that the purpose of performance management is to make sure that all staff pull in the same direction. That day to day they know what is expected. That they receive guidance and assistance in problem solving. That staff are rewarded and recognized for a job well done. Instead many systems do the opposite. It is clear that poor Performance Management systems demotivate staff and frustrate managers. It sounds straightforward, yet Performance Management is the most difficult aspect of human capital management to get working successfully. HR departments are under pressure to simplify practices seen as irrelevant to day to ...
Leadership Competency – Communication
Obviously communication is a core competency. Studies have found that 70-80% of a leader’s time is spent in communication, mainly with those who report to them. Probably for this reason communication is a major predictor of leadership effectiveness. Research shows that the use of particular communication techniques can help build team performance and engagement. Learn More
The Neuroscience of Leadership Competency Development
There is a strong trend to attach the term ‘neuro’ to articles, products and services in psychology and people management. It is claimed that organizational behaviour, leadership, learning and development, can be better understood and improved using neuroscientific theory and methods. How true is this?