All leaders are familiar with employees who exhibit "below standard" performance. And here's the thing: these people aren't terrible employees; they're just not doing what they should be doing. You're not ready to fire them--not yet, anyway--but if you don't do something, their performance issues are sure to escalate until they become full-blown problem employees.
Lack of uniformity, inefficiencies, and difficulty tracking progress of employee reviews were among the challenges that the HR department at Jelly Belly Candy Company faced--until it implemented a new automated appraisal system.
Freshening language used to describe performance can give long-term employees a positive approach to their future development and help their managers target suggestions, rather than just repeating past appraisals.
A merger prompted Exelon Energy Delivery of Chicago to initiate the process of integrating talent management, succession planning, and performance management. Now using an automated performance management tool , employees create self-assessments regarding progress toward their goals and their assessments that are used by management in succession planning.
What motivates employees well enough to make their employers successful? A
20-year study by the Gallup organization found four factors: Knowing what's
expected of one, having the tools to do it well, getting the chance to do what
one does best, and being recognized and praised for one's contributions.
How can someone who's highly valued by senior management be reviled as a deadbeat by rank-and-file employees? You can answer questions like that by using 360-degree feedback.
