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Kathy Caprino talks to Dominique Jones, Chief People Officer of HalogenSoftware about performance reviews and industry practices that have turned this process into a dreaded experience for employees. And here are this week’s most remarkable articles from the world of HR: Why The Annual Review Process Damages Employee Engagement.
by Anita Bowness, global practice leader, Business Consulting, HalogenSoftware. Besides impacting performance, leaders serve as role models, impacting the attitudes, behavior, and organizational culture with almost every interaction they have with their peers and direct reports. Develop Coaching Skills.
by Anita Bowness, global practice leader, Business Consulting, HalogenSoftware. More importantly, a manager has more opportunities to coach and provide employees meaningful feedback to employees if they know more about how a particular project or assignment is going. After all, the process is just as important as the result.
A joint research study by Brandon Hall Group and HalogenSoftwarereported that more than two-thirds of high performers “use cascading goals to connect business and learning objectives, while only half of everyone else uses them.” And, let’s not forget that employees need to own their own development.
by Joanne Wells, Manager, Learning Center of Excellence, HalogenSoftware. Mentors outside the regular reporting relationship are also helpful career accelerators, helping high potential employees make networking connections and providing guidance and insight.
“Annual performance reviews,” report performance management consultancy experts Gallup , “no longer work.”. Coaching conversations and a focus on growth and development, rather than on delivery against objectives. With performance reviews (ironically) getting a bad review, it’s time for a change.
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