30 Apr, 2009 | by Jared Koesten
As a manager, do you conduct meaningful performance appraisals with your employees every 6 or 12 months? Do you collaborate with your employees to develop and set meaningful goals? Do your employees only receive a performance appraisal or are they a part of the process?
Many managers and employees view the performance appraisal process as an annual or semi-annual HR process in which the manager delivers feedback, often without the employee knowing what a “satisfactory” level of performance is. In reality, the performance appraisal process should be a year round collaboration in which the manager and employee are constantly communicating, adjusting based on the business, and sharing tools that enable the employee to grow and be successful. There are 5 keys to successful year round coaching and feedback.
1. Year round coaching and feedback must be just that – ongoing. Managers and employees must make an effort to ensure that they are openly communicating throughout the year about the employees work performance and areas of both strength and development. By doing so, managers and employees are always on the same page with regards to work performance, giving the employee the opportunity to learn, grow, and be successful. It also ensures that there will be no surprises during the annual or semi-annual appraisal process. continue reading »
5 Feb, 2009 | by Richard Vinhais
I think most would agree that effective verbal communication is a fundamental skill needed in order to succeed in both business and life. Whether it’s in the board room or a family outing, how you articulate your thoughts ultimately defines who you are in the eyes of others. These instant perceptions could very well dictate your opportunities for career advancement or even opportunities to build personal friendships.
Let me present you with a hypothetical scenario. Frank (nice innocuous name) has just been tasked to research a potential solution to a lingering business issue within his organization. He did the appropriate legwork and put together a solid business case to justify a project idea that will once and for all address that pesky problem. He prepares a sharp Power Point presentation to make his pitch enticing. Afterwards he’s greeted with a lukewarm response from the audience but is still confident that the supporting data is too compelling for his idea to be shot down. Several weeks go by. Frank’s then told by a colleague, in passing, that the project idea was canned. How could that be, he thinks to himself? The solution was sublime. Oh well, I guess there was just no budget for it. I have no control over that. Life goes on. Several months go by when Frank learns that the project finally gets the green light. He feels a deep sense of vindication that the organization finally came to its senses.
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