HBR guide. Performance management
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In recent years, traditional approaches to performance management have become severely criticized. Many business leaders are increasingly questioning the usefulness of annual certification or, for example, the feasibility of planning goals for a year-everything that traditionally affects the salary of an employee and his success rating. In modern companies, where creativity and innovation are highly valued, it is often impossible to evaluate workers according to old schemes. The authors will help you find new ways to manage the performance in everyday work, allowing you to track the development of employees, receive feedback, find opportunities for growth and at the same time ensure the achievement of general core goals.
You will find out how:
• Help employees set flexible goals that correspond to the company"s policy,
• ensure continuous feedback,
• Improve results using coaching,
• Motivate staff through rewards and rewards,
• Manage the effectiveness of employees working remotely,
• protect the team from burnout.
Quotes
“Some authoritative companies and business leaders are reviewing the existing approach to managing performance, sometimes changing the familiar processes and giving them innovative, and sometimes even an unprecedented form. As a result of a sociological study, Deloitte, for example, found out the following: 58% of the managers surveyed believe that existing performance management systems do not stimulate either personnel involvement in the workflow, nor increase in results. The concentration of attention on past results prevents rationally looking into the future. Based on the results, Deloitte has developed a new approach that excludes traditional elements like a circular feedback, descended from above goals and annual certification, and introduced “instant pictures of the results”, in which the immediate supervisor of the employee answers four questions about him with an sight for the future. Questions, as a rule, relate to the plans of the boss in relation to the employee, not assessments. ”
“People periodically need stimulating tasks in order to maintain motivation and enthusiasm, therefore, from time to time, add diversity to the responsibilities and tasks of subordinates. By shifting attention to new exciting opportunities, you help them avoid a sense of monotony and, as a result, burnout. Enter, for example, to one of the employees of the department for six months to lead the team project, after this period, transfer the leadership to another member of the team. Do not distribute the responsibilities of unsystematic, think about which options are best suited to every person. Emphasize all the advantages of professional development that provide the proposed opportunities. Add these temporary duties to individual targeted indicators so that the employee treats them with all seriousness. ”
“The value is not so much the number of hours worked as the quality of work. Instead of worrying about how much time the employee spends at the table, help him make a schedule in such a way as to increase the productivity of the work. For some, it is better when the working period lasts 90 minutes, followed by a 10-minute break, the “tomato method” is more suitable for others, which involves dividing tasks into 25-minute stages with 5-minute breaks. Give people the opportunity to work without interruptions in accordance with their internal rhythm and your needs.
Also, follow the balance of the priorities of your employees - not only in the office, but also at home. People demonstrate maximum productivity when they have the opportunity to change the time and place of work in order to avoid conflicts with other responsibilities. If your leader employee is busy at work full day, and he needs to come home on time to solve family affairs, think about whether it is possible to let him go home early without a deterioration in the quality of work. ”
For whom
The book will be interesting to leaders of companies and departments
You will find out how:
• Help employees set flexible goals that correspond to the company"s policy,
• ensure continuous feedback,
• Improve results using coaching,
• Motivate staff through rewards and rewards,
• Manage the effectiveness of employees working remotely,
• protect the team from burnout.
Quotes
“Some authoritative companies and business leaders are reviewing the existing approach to managing performance, sometimes changing the familiar processes and giving them innovative, and sometimes even an unprecedented form. As a result of a sociological study, Deloitte, for example, found out the following: 58% of the managers surveyed believe that existing performance management systems do not stimulate either personnel involvement in the workflow, nor increase in results. The concentration of attention on past results prevents rationally looking into the future. Based on the results, Deloitte has developed a new approach that excludes traditional elements like a circular feedback, descended from above goals and annual certification, and introduced “instant pictures of the results”, in which the immediate supervisor of the employee answers four questions about him with an sight for the future. Questions, as a rule, relate to the plans of the boss in relation to the employee, not assessments. ”
“People periodically need stimulating tasks in order to maintain motivation and enthusiasm, therefore, from time to time, add diversity to the responsibilities and tasks of subordinates. By shifting attention to new exciting opportunities, you help them avoid a sense of monotony and, as a result, burnout. Enter, for example, to one of the employees of the department for six months to lead the team project, after this period, transfer the leadership to another member of the team. Do not distribute the responsibilities of unsystematic, think about which options are best suited to every person. Emphasize all the advantages of professional development that provide the proposed opportunities. Add these temporary duties to individual targeted indicators so that the employee treats them with all seriousness. ”
“The value is not so much the number of hours worked as the quality of work. Instead of worrying about how much time the employee spends at the table, help him make a schedule in such a way as to increase the productivity of the work. For some, it is better when the working period lasts 90 minutes, followed by a 10-minute break, the “tomato method” is more suitable for others, which involves dividing tasks into 25-minute stages with 5-minute breaks. Give people the opportunity to work without interruptions in accordance with their internal rhythm and your needs.
Also, follow the balance of the priorities of your employees - not only in the office, but also at home. People demonstrate maximum productivity when they have the opportunity to change the time and place of work in order to avoid conflicts with other responsibilities. If your leader employee is busy at work full day, and he needs to come home on time to solve family affairs, think about whether it is possible to let him go home early without a deterioration in the quality of work. ”
For whom
The book will be interesting to leaders of companies and departments
Cover:
Cover:Soft
Category:
- Category:Business & Money
Publication language:
Publication Language:Russian
Paper:
Paper:offset
Series:
Series: Guide Hbr.
Age restrictions:
Age restrictions:0+
ISBN:
ISBN:978-5-9614-3847-5
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