The People Equation

MARCH 28, 2016

David Witt, Program Director for Blanchard, wrote about their responses in this LinkedIn article. These challenges are related to the “mechanics” of managing: setting goals, coaching team members, redirecting poor performance, conducting formal performance reviews. Here’s a great overview of writing an employee performance review by Halogen Software’s Melany Gallant. Taking on your first official management role is exciting.

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Get Hppy

MARCH 4, 2016

And here are this week’s most remarkable articles from the world of HR: Why The Annual Review Process Damages Employee Engagement. Kathy Caprino talks to Dominique Jones, Chief People Officer of Halogen Software about performance reviews and industry practices that have turned this process into a dreaded experience for employees. Join us next week as we share more of our favorite articles.

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Saba

APRIL 13, 2017

When organizations hire the wrong individuals: Managers spend more time monitoring and correcting poor performance (versus coaching and recognizing good performance). While the HBR article references hiring, imagine the organizational impact of hiring the right person and not giving them the tools to be successful. Organizations with a culture that supports performance coaching realize 13 percent stronger business results , according to Bersin by Deloitte.

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HR Daily Advisor

NOVEMBER 18, 2016

by Joanne Wells, Manager, Learning Center of Excellence, Halogen Software. Conducting a robust performance review process across the organization and collecting results yields many advantages beyond the scope of this article, but for our purposes, it enables the identification of high performers, high potentials and those who exemplify the vision, culture and values of the organization who can be considered for talent pools.

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Interact-Intranet

FEBRUARY 6, 2017

There are multiple articles that delve into the depths of what ‘agile performance management’ looks like, but they all focus on 3 key, core elements: Frequent feedback , rather than bi-annual/annual structured reviews. Coaching conversations and a focus on growth and development, rather than on delivery against objectives. Provide initial training and follow it up with regular coaching and check-ins with managers to ensure that challenges are raised and addressed.

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