July 1, 2010
July 1, 2010
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Technically managing an individual’s performance starts with a recruitment plan and ends with an analysis of the exit interview. Some believe performance management is the performance appraisal form managers complete once a year. Others think of it as using the disciplinary action procedures to document employee shortcomings. Both concepts are terminal uses of authority. Managing performance is an ongoing process that may require the use of formal power only after communicating expectations, providing information and problem solving fall short. Managers should never feel victorious when using their authority. Indeed, it means that all other measures failed. Skilled managers are quick […]
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June 1, 2010
June 1, 2010
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Training in areas of management, leadership and communication have the greatest potential impact on business. Yet, they are the least applied training skills. Fortunately, a positive return on investment can often be achieved with as little as the 15% who typically apply the training. The research of Advantage Performance Group & BTS, Inc. revealed 70% of participants tried new methods after training and went back to old methods; 15% used it and achieved valuable results; 15% did not try it. Return on investment depends on the on the 15% who use the newly trained skill. Failure to apply training is […]
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May 1, 2010
May 1, 2010
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Today, employers have an opportunity to select from a pool of qualified applicants. Using behavioral interviewing to select the star performer makes sense as long as your environment supports outstanding employees. Graham Jones, cofounder of Lane4, an international performance consultancy works with Olympic athletes and business professionals. He sees many similarities in the two groups. He declares elite performers are not born but made. Though specific skills are required, the most important is mental toughness. Jones draws these parallels; both groups love pressure, compete only with themselves, focus on long-term success with a detailed plan for achievement, use competition, desire […]
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April 1, 2010
April 1, 2010
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Professional courtesy is declining. We may blame it on economy-related stress; having no time for nice during financial insecurity. A number of surveys indicate coworkers as the primary source of incivility. The Journal of Occupational Health Psychology surveyed 1100 workers; 71% had experienced workplace incivility in the past five years.
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