Can you say that Continuous Performance Management is working?

If you’ve made the shift to on-going, continuous performance management, is it working? Are you able to tell your senior management team that the new approach is making objectives more meaningful to and better understood by your employees? Continuous Performance Management is not about an annual tick-box exercise or the allocation of a single rating once a year. It’s about bringing performance objectives to life and about them becoming integrated…

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“What’s going on with performance objectives?”

A question for you. How easy is it for one of your line managers to see the progress of the performance objectives of their team? Probably not that easy. And yet isn’t the real value of a performance management system not the once a year (or twice a year if the manager’s conscientious) review meeting, but the on-going, continuous striving towards and achievement of performance objectives? And as such, isn’t…

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An offer – 90 day online continuous performance management trial

We’ve seen that Continuous Performance Management encourages better, on-going performance conversations, moves us away from the annual, tickbox, compliance exercise and fires up employees keen to progress and deliver their goals and objectives. But we’ve also seen that getting up and running can be the biggest challenge. It requires buy-in across the business, developing and implementing an internal comms programme, very often implementing a new online system to everyone can…

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Get stronger engagement with Performance Objectives

You’d be right in thinking that by putting in place an online Performance Management system, managers and team members have a place to store, record and update performance objectives – and document their progress against these objectives. But doesn’t this simply make it an expensive way to store all this?  Is it then only used just-in-time for the annual performance review meeting, to ‘go through the motions’ and then not accessed again…

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What can we learn from Neuroscience to improve Performance Management?

By Debbie Hance, Head of Business Psychology, Head Light I attended a really interesting lecture about ‘navigating neuroscience’ by Dr Vaughan Bell of UCL. And it got me thinking: how could we use some of the learnings from neuroscience to improve performance management? One of the particularly entertaining trends Dr Vaughan Bell presented was ‘neuroessentialism’.  This is the misguided tendency for writers, advertisers or anyone presenting an argument or trying…

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Drive performance conversations not performance ratings

We’ve blogged before about the importance of performance conversations that managers have with their team members as part of performance review and appraisal – and we’ve heard recently about the shifts in how organisations view performance ratings.  We’ve commented on this in one of our We think… articles. Whether performance ratings are used or not, we see that there is a strong desire to up-skill managers to have better quality development…

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Performance Management – the Next Generation

Is there a new, more grown up attitude to performance management emerging? Netflix abandoned formal reviews some time ago, reportedly seeing them as being “too ritualistic and too infrequent”. In place of this, managers were encouraged to have frequent and honest conversations and to make better use of the data available through improved business analytics to provide a more accurate picture of how people were doing. It also scrapped Performance…

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Having better performance conversations

In our recent blog about the important role of managers in ‘talent management’, we talked about some of the critical areas in which the line manager can make a real difference. One trend we at Head Light see within organisations is the growth on the focus on developing coaching as a core manager skill.  That is, the training of managers to have better quality developmental conversations to challenge people’s thinking,…

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