HRMN 400 - Onboarding and Performance

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HRMN 400 – Week 5 Citations

(Jones, 2016)

(Performance Management vs Performance Appraisal ( Differences), 2018)

(HR Basics: Performance Management, 2017)

(Heathfield, 2020)

(Setting Employee Goals, 2014)

(Heathfield, How to Provide Feedback That Helps Employees Improve, 2019)

(Lucas, 2019)

(Leonard, 2018)

(Heathfield, Performance Development Planning (PDP), 2020)

(Ott, 2017)

(Mayhew, n.d.)

(Heathfield, Performance Improvement Strategies, 2019)

(Heathfield, How to Manage an Employee Whose Performance Is a Challenge?, 2019)

(Heathfield, Use Performance Management, 2018)

(Smith, 2018)

(Heathfield, Performance Improvement Plan, 2019)

(Jones, THE LOOK AND FEEL OF NEXT GENERATION PERFORMANCE MANAGEMENT, 2016)

(Jones, WHY NEXT GENERATION PERFORMANCE MANAGEMENT IS THE WAY OF THE FUTURE, 2016)

(Bacal, n.d.)

(Heathfield, Help Your Employees Develop Their Strengths—Not Their Weaknesses, 2019)

(Heathfield, Coaching Tips for HR Professionals, 2019)

(Heathfield, Steps to Create a Career Development Plan, 2019)

(Heathfield, How to Develop a Balanced Scorecard as a Performance Management Tool, 2019)

(Heathfield, How Great Managers Motivate Their Employees, 2020)

(Williams)

(Petty, 2019)

Bibliography Bacal, R. (n.d.). Performance Enhancement. Retrieved February 7, 2021, from The Performance

Management and Appraisal Resource Center: http://performance- appraisals.org/Bacalsappraisalarticles/articles/diagper.htm

Heathfield, S. M. (2018, April 19). Use Performance Management. Retrieved February 7, 2021, from Balance Careers: https://www.thebalancecareers.com/use-performance- management-1918853

Heathfield, S. M. (2019, September 5). Coaching Tips for HR Professionals. Retrieved February 4, 2021, from Balance Careers: https://www.thebalancecareers.com/tips-for-effective- coaching-1917836

Heathfield, S. M. (2019, May 14). Help Your Employees Develop Their Strengths—Not Their Weaknesses. Retrieved February 7, 2021, from Balance Careers: https://www.thebalancecareers.com/help-develop-employee-strengths-not-weaknesses- 1918672

Heathfield, S. M. (2019, June 25). How to Develop a Balanced Scorecard as a Performance Management Tool. Retrieved February 6, 2021, from Balance Careers: https://www.thebalancecareers.com/balanced-scorecards-as-performance-management- tools-4164627

Heathfield, S. M. (2019, January 26). How to Manage an Employee Whose Performance Is a Challenge? Retrieved February 7, 2021, from Balance Careers: https://www.thebalancecareers.com/managing-employee-performance-challenge- 1917609

Heathfield, S. M. (2019, November 19). How to Provide Feedback That Helps Employees Improve. Retrieved February 7, 2021, from Balance Careers: https://www.thebalancecareers.com/provide-feedback-that-has-an-impact-1916642

Heathfield, S. M. (2019, November 19). Performance Improvement Plan. Retrieved February 7, 2021, from Balance Careers: https://www.thebalancecareers.com/performance- improvement-plan-contents-and-sample-form-1918850

Heathfield, S. M. (2019, May 13). Performance Improvement Strategies. Retrieved February 7, 2021, from Balance Career: https://www.thebalancecareers.com/performance- improvement-strategies-1918714

Heathfield, S. M. (2019, November 3). Steps to Create a Career Development Plan. Retrieved February 4, 2021, from Balance Careers: https://www.thebalancecareers.com/steps-to- create-a-career-development-plan-1917798

Heathfield, S. M. (2020, March 2). How Great Managers Motivate Their Employees. Retrieved February 5, 2021, from Balance Careers: https://www.thebalancecareers.com/how-great- managers-motivate-their-employees-1918772

Heathfield, S. M. (2020, June 30). Performance Development Planning (PDP). Retrieved February 6, 2021, from Balance Careers: https://www.thebalancecareers.com/performance-development-planning-1916761

Heathfield, S. M. (2020, October 1). Tips to Create Successful Performance Appraisal Goals. Retrieved February 7, 2021, from Balance Careers: https://www.thebalancecareers.com/create-successful-performance-appraisal-goals- 1918840

HR Basics: Performance Management (2017). [Motion Picture]. YouTube. Retrieved February 6, 2021, from https://www.youtube.com/watch?v=SyOZ_4rWWiY&feature=youtu.be

Jones, D. (2016, October 29). How Ongoing Performance Management Benefits the Employee and the Business. Retrieved February 6, 2021, from SHRM Blog: https://blog.shrm.org/blog/how-ongoing-performance-management-benefits-the- employee-and-the-business

Jones, D. (2016, May 24). THE LOOK AND FEEL OF NEXT GENERATION PERFORMANCE MANAGEMENT. Retrieved February 7, 2021, from SHRM'S EXECUTIVE NETWORK BLOG: https://blog.shrm.org/executive/blogpost/The-Look-and-Feel-of-Next- Generation-Performance-Management

Jones, D. (2016, March 1). WHY NEXT GENERATION PERFORMANCE MANAGEMENT IS THE WAY OF THE FUTURE. Retrieved February 8, 2021, from SHRM'S EXECUTIVE NETWORK BLOG: https://blog.shrm.org/executive/blogpost/1346767/240466/Why- Next-Generation-Performance-Management-Is-the-Way-of-the-Future

Leonard, K. (2018, August 20). What Is Performance Feedback? Retrieved February 7, 2021, from Chron: https://smallbusiness.chron.com/performance-feedback-1882.html

Lucas, S. (2019, September 3). How to Provide Constructive Feedback to Develop Employee Skills. Retrieved February 7, 2021, from Balance Careers: https://www.thebalancecareers.com/constructive-feedback-to-help-employees-grow- 4120943

Mayhew, R. (n.d.). Handling And Documenting Employee Performance Issues. Retrieved February 6, 2021, from Chron: https://smallbusiness.chron.com/handling-documenting- employee-performance-issues-10775.html

Ott, B. (2017, October 12). 3 Reasons Why Performance Development Wins in the Workplace. Retrieved February 4, 2021, from Gallup: https://www.gallup.com/workplace/231620/why-performance-development-wins- workplace.aspx?version=print

Performance Management vs Performance Appraisal ( Differences) (2018). [Motion Picture]. YouTube. Retrieved February 6, 2021, from https://www.youtube.com/watch?v=iVYZI8A29P4

Petty, A. (2019, June 25). 10 Tips to Help You Conduct Difficult Workplace Discussions. Retrieved February 6, 2021, from Balance Careers: https://www.thebalancecareers.com/having-difficult-workplace-discussions-2275815

Setting Employee Goals (2014). [Motion Picture]. YouTube. Retrieved February 7, 2021, from https://www.youtube.com/watch?v=M2OPEUjBYdw&feature=youtu.be

Smith, R. (2018, January 10). Communication: The Feedback Sandwich. Retrieved February 7, 2021, from SHRM Blog: https://blog.shrm.org/blog/communication-the-feedback- sandwich

Williams, L. (n.d.). Module 10: Motivating Employees: Goal-Setting Theory. In Introduction to Business. Lumen Learning. Retrieved February 7, 2021, from https://courses.lumenlearning.com/wmintrobusiness/chapter/goals/

2/3/2021 How Ongoing Performance Management Benefits the Employee and the Business | Blog.SHRM.org

https://blog.shrm.org/blog/how-ongoing-performance-management-benefits-the-employee-and-the-business 1/6

By Dominique Jones (/Author/1047) On October 29, 2016 0 Comments (/Blog/How-Ongoing-Performance-Management-Benefits-The-Employee-And-The- Business#Comments)

How Ongoing Performance Management Benefits the Employee and the Business

  

In previous installments of our four-part series on performance management, we examined why

organizations should manage employee performance on an ongoing basis

(http://blog.hrps.org/blogpost/1346767/240466/Why-Next-Generation-Performance-Management-Is-

the-Way-of-the-Future), what it’s like on a day-to-day basis (http://blog.hrps.org/blogpost/The-Look-

and-Feel-of-Next-Generation-Performance-Management), and how to train managers to provide

effective feedback and coaching (http://blog.hrps.org/blogpost/Investing-in-Employee-Engagement-

and-Satisfaction) to employees.

To wrap-up our series, we’ll look at how to use information gathered during the year to help

managers and employees during the annual performance appraisal process.

Don’t Be So Quick to Ditch the Annual Review

There has been a lot of buzz surrounding the idea of getting rid of the often-hated year-end review.

The idea is that ongoing performance management can replace the annual review.

Not so fast.

We know the annual review as a standalone, separate, or one-time event where managers and

employees discuss performance or career goals does little to support employee engagement.

Many organizations want to adopt ongoing performance management approaches throughout the

entire year, but still want a summary assessment of performance. The review should simply be a

summary of the performance during that period, where feedback, goal, and development discussions

have happened all year long. When approached this way, ongoing performance management

actually enhances the annual review and make it more relevant in today’s business climate.

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http://blog.hrps.org/blogpost/1346767/240466/Why-Next-Generation-Performance-Management-Is-the-Way-of-the-Future

http://blog.hrps.org/blogpost/The-Look-and-Feel-of-Next-Generation-Performance-Management

http://blog.hrps.org/blogpost/Investing-in-Employee-Engagement-and-Satisfaction

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As mentioned in a previous blog in this series, the look and feel of ongoing performance

management may vary depending on the unique needs of your business. Getting the conversations

started about performance is only the first step. The next step is to train and encourage staff to take

careful notes on feedback given and received, and how to capture information related to employee

performance or learning and development opportunities.

Documenting the Discussion

Nobody likes surprises when it comes to how their performance is evaluated—nor should there be

any. A study by TriNet and Wakefield Research (http://www.humanresourcesonline.net/1-5-employees-

rather-call-sick-face-performance-reviews/) found that 62 percent of people surveyed felt blindsided

by annual performance reviews and 59 percent felt that managers were unprepared to give

feedback. Having a record of performance conversations is important because it ensures that the

year-end review is a comprehensive look at an employee’s year, not just what can be remembered

over the last few weeks or months.

Managers and employees can benefit from reviewing the information gathered during one-on-one

meetings before the annual performance review takes place. Here are some tips to help employees

and managers get ready for the year-end assessment.

How Employees Can Prepare for the Annual Review

Gather progress on goals and development plans

Match up tasks and responsibilities against job-specific competencies

Review performance journal notes

Prepare a list of accomplishments

Do a self-evaluation

Identify career growth intentions

Identify possible goals for the upcoming year that align with the organization’s goals

How Managers Can Prepare for the Annual Review

Collect feedback from an employee’s peers and internal clients

Review the employee’s performance, demonstrations of competencies, and goal achievements

Think about goals for the coming year that align with the organization’s overall objectives

Consider the employee career growth potential (and then discuss career growth with the

employee and offer guidance on to develop an action a plan)

As long as employees and managers take careful notes throughout the year, collecting this

information will be simple.

How Technology Can Help

Ongoing performance management doesn’t have to create more work than your existing annual

review process, and in fact can be streamlined with the right technology.

A 2015 report by the Aberdeen Group found that companies with “best in class” talent management

programs are 26 percent more likely to be using performance management software

(http://blog.capterra.com/the-top-11-hr-technology-statistics-for-2016/). Performance management

http://www.humanresourcesonline.net/1-5-employees-rather-call-sick-face-performance-reviews/

http://blog.capterra.com/the-top-11-hr-technology-statistics-for-2016/

2/3/2021 How Ongoing Performance Management Benefits the Employee and the Business | Blog.SHRM.org

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software can go a long way in helping organizations make ongoing performance management a

natural fit for their businesses by focusing on engaging and aligning employees to achieve strategic

outcomes, not just automating paper processes.

With features that help create and support personal and organizational goals, foster a culture of

continuous coaching and feedback, and help staff build professional development plans that create a

clear path for growth, performance management technology can enable employees and managers to

have meaningful, ongoing performance and career-related discussions, and gather key business

insights to analyze and measure progress.

Sorting Through the Data

As the annual performance meeting nears, information about employee performance can be

collected and analyzed. This analysis is important for HR, as it provides the opportunity to think ahead

and anticipate potential opportunities or challenges.

The development and investment in “people analytics” has grown from 2015 to 2016, according

toDeloitte’s 2016 Global Human Capital Trends (http://dupress.com/articles/people-analytics-in-hr-

analytics-teams/) report. The survey found that 77 percent of companies believe that people analytics

is important, with 38 percent say they are adequate at conducting multi-year workforce planning,

compared to just eight percent in 2015.

Some useful metrics for HR professionals to consider include:

High-performer growth rate

Average employee performance rate increase

Performance appraisal completion rate

Critical competency scores

Percentage of employees tracking goals

Percentage of goals obtained

HR needs to measure the metrics that matter to its business, and examine the results to see where

the performance management process can be improved.

The Big Picture

Ongoing performance management helps ensure employees and managers discuss learning and

development, build relationships, and improve engagement. Combined with annual performance

reviews, ongoing performance management helps gather key HR metrics, giving clear insight into

employee performance as well as informing decisions about compensation, promotions, and learning

and development plans.

Technology is undoubtedly a big help when adopting ongoing performance management, but the

basis will always be improving communication and building relationships. Ensure your people are

successful, and they’ll help your business succeed too.

Originally posted on blog.hrps.org on October 18, 2016. Reposted with permission.

http://dupress.com/articles/people-analytics-in-hr-analytics-teams/

2/3/2021 How Ongoing Performance Management Benefits the Employee and the Business | Blog.SHRM.org

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(/author/1047) WRITTEN BY Dominique.Jones (/author/1047)

Dominique Jones is chief people officer at Halogen Software.

Dominique has over 20 years experience in the talent management industry and has held

progressively more responsible senior HR roles both in Europe and in North America. Dominique has

extensive industry experience, having worked in the retail, manufacturing, financial services,

consulting and professional services sectors.

The industry diversity in Dominique's career has led to extensive practical experience in

organizational change, aggressive growth initiatives, talent and performance management, and

international HR management.

Prior to joining Halogen, Dominique was most recently a regional vice president at Right

Management, a global talent management consulting firm. Before that, she held senior HR roles with

AMEC, MBNA Canada and MBNA Europe, JCB Transmissions, Safeway, and Marks and Spencer, as

well as established her own HR consulting business.

Dominique holds an M.A. Honours degree from St. Andrews University in Scotland, as well as the

Institute of Personnel and Development (IPD) certification from the United Kingdom.

The SHRM Blog does not accept solicitation for guest posts.

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Performance Improvement Plan • • • Table of Contents

• Performance Improvement Plan Explained

• Case Study on Using a Performance Improvement Plan

• Performance Improvement Plan Process

• Performance Improvement Plan Form

• Conclusion BY SUSAN M. HEATHFIELD Updated November 19, 2019

A formal performance improvement plan (PIP) can resolve workplace productivity issues and help even the most unlikely employee succeed in your organization. Not all workers are efficient at delivering projects on time. Some lack focus or create extra work that delays completing assignments. To address their concerns, a supervisor may speak to an employee, hoping that this will fix the problem. However, although the employee tries to improve, they still have difficulty completing their tasks.

A well-designed PIP provides employees with the necessary directions for completing specific goals. It is an efficient tool for increasing worker productivity and resolving weaknesses in the workplace.

Performance Improvement Plan Explained

A PIP is designed to facilitate constructive discussion between a staff member and their supervisor and to clarify the exact work performance requiring improvement.

It is implemented, at the discretion of the manager, when it becomes necessary to help a staff member improve their performance. The manager, with input from the affected employee, develops an improvement plan; the purpose of the goals outlined is to help the employee to attain the desired level of performance.

https://www.thebalancecareers.com/performance-improvement-plan-contents-and-sample-form-1918850#performance-improvement-plan-explained

https://www.thebalancecareers.com/performance-improvement-plan-contents-and-sample-form-1918850#case-study-on-using-a-performance-improvement-plan

https://www.thebalancecareers.com/performance-improvement-plan-contents-and-sample-form-1918850#performance-improvement-plan-process

https://www.thebalancecareers.com/performance-improvement-plan-contents-and-sample-form-1918850#performance-improvement-plan-form

https://www.thebalancecareers.com/performance-improvement-plan-contents-and-sample-form-1918850#conclusion

https://www.thebalancecareers.com/susan-m-heathfield-1916605

https://www.thebalancecareers.com/is-a-pip-the-first-step-in-firing-an-employee-3980663

The PIP differs from the performance development planning (PDP) process in the amount and quantity of detail. Assuming an employee is already participating in the company-wide PDP process, the format and the expectation of the PIP should enable the manager and staff member to communicate with a higher degree of clarity about specific expectations.

Case Study on Using a Performance Improvement Plan

The following example describes how a formal PIP can increase worker performance.

A newly promoted plant manager of a 150-person organization was failing miserably in completing key deliverables for an important project. Communication and performance improvement coaching had little impact, and there was no indication that the manager was capable of improving. The manager's supervisor, the vice president of manufacturing, grew increasingly concerned about the plant manager's performance.

in an attempt to resolve the problem, a formal PIP was developed for the plant manager citing 11 goals and their measures of success. A 90-day time frame was provided, as these goals were challenging and not short-term items to accomplish. The manager was given a strong, supportive environment in which the supervisor's expectations for success were a key factor.

To everyone's surprise, the manager met all of the goals. The manager was able to succeed because he was given specific direction about what was required to accomplish the 11 goals set out in the PIP.

Armed with this information, the manager gathered his entire team, four supervisors and several members of support staff, and shared the PIP with its 11 key goals. The manager requested their help in reaching the goals, so that the entire group could succeed.

Therefore, watching this process play out made believers of everyone involved in the power of a well-planned, measurable PIP characterized by positive reinforcement and expressed support and encouragement.

https://www.thebalancecareers.com/performance-development-planning-1916761

https://www.thebalancecareers.com/communication-in-the-workplace-1918089

https://www.thebalancecareers.com/tips-for-effective-coaching-1917836

https://www.thebalancecareers.com/how-to-set-and-achieve-goals-1918137

Performance Improvement Plan Process

In all cases, it is recommended that the manager's supervisor and human resources (HR) review the plan for objective feedback and approval. This will ensure employees experience consistent, fair treatment across all departments in the company.

Prior to beginning the PIP, the supervisor should review the following six items with the employee to ensure the plan is clearly understood:

1. State the exact performance that must be improved; be specific and cite examples.

2. State the level of the work performance expectation and that it must be performed on a consistent basis.

3. Identify and specify the support and resources that you will provide to assist the employee to succeed.

4. Communicate your plan for providing feedback to the employee. Specify meeting times, with whom and how often. Specify the measurements you will consider in evaluating the employee's progress.

5. Specify possible consequences if the performance standards you are establishing in the document are not met.

6. Provide sources of additional information such as an employee handbook, training sessions, and any other resources you believe will assist the employee in improving their performance.

During the PIP process, the manager monitors and provides feedback to the employee regarding their performance for meeting plan goals and may take additional disciplinary action, if warranted, through the organization's progressive discipline process.

Performance Improvement Plan Form

The following sample performance improvement plan form can be downloaded and customized for your specific use. The template is compatible with Google Docs and Word Online.

https://www.thebalancecareers.com/what-is-the-human-resource-department-1918141

https://www.thebalancecareers.com/provide-feedback-that-has-an-impact-1916642

https://www.thebalancecareers.com/what-does-an-employee-handbook-do-for-you-1918123

https://www.thebalancecareers.com/use-disciplinary-actions-effectively-and-legally-1917913

https://www.thebalancecareers.com/what-progressive-discipline-1918092

©TheBalance 2018

Download the Word Template Performance Improvement Plan Form Example (Text Version)

Employee Name:

Title:

Department:

Date:

Performance in need of improvement: (List the goals and activities the employee will initiate to improve performance. Include skill development and changes needed to meet work performance expectations.)

Target date for improvement:

Expected results: (List measurements where possible.)

Dates to review progress by the employee and supervisor:

Progress at review dates:

Employee Signature:_____________________________________________

Date:__________________________________________________________

Supervisor Signature:_____________________________________________

Date:__________________________________________________________

Conclusion

https://files.thebalancecareers.com/Letters/TheBalance_Letter_1918850.docx

https://www.thebalancecareers.com/employee-training-4161676

https://www.thebalancecareers.com/what-s-the-big-deal-about-clear-performance-expectations-1919253

A formal PIP is best used for those employees who appear to have the greatest potential for improvement. To help ensure an employee's success, the PIP should be realistic, fair, and clearly specify the required goals and means for accomplishing them. It should also be vetted and approved by upper management and HR. If used properly, s PIP can transform a struggling employee into a top performer.

Disclaimer: Please note that the information provided, while authoritative, is not

guaranteed for accuracy and legality. This site is read by a worldwide audience

and employment laws and regulations vary from state to state and country to

country. Please seek legal assistance or assistance from state, federal, or international

governmental resources, to make certain your legal interpretation and decisions are

correct for your location. This information is for guidance, ideas, and assistance.

https://www.thebalancecareers.com/changing-employment-laws-1917681

https://www.thebalancecareers.com/when-employers-hire-an-employment-law-attorney-4153517

2/3/2021 The Look and Feel of Next Generation Performance Management | SHRM Executive Network Blog

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SHRM'S EXECUTIVE NETWORK BLOG 

May 24, 2016

THE LOOK AND FEEL OF NEXT GENERATION PERFORMANCE

MANAGEMENT By Dominique Jones

This is the second article of a four-part series for SHRM People + Strategy on next generation performance management. To �nd out why next generation performance management is the way of the future, read Part 1 of the series.

In the �rst article of our four-part series, we explained why adopting more agile performance management processes is critical for organizations that want to get the most out of their talent.

Monitoring and evaluating employee performance on an ongoing basis can help organizations overcome some of today’s biggest talent management challenges, including how to work with multiple generations and cultures, engage employees, and easily access the data you need to make informed talent- and business-related decisions quickly.

https://blog.shrm.org/executive

https://blog.shrm.org/executive/Authors/Dominique-Jones

https://blog.shrm.org/blogpost/1346767/Why-Next-Generation-Performance-Management-Is-the-Way-of-the-Future

2/3/2021 The Look and Feel of Next Generation Performance Management | SHRM Executive Network Blog

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But what does next generation performance management look like? How do you make it a part of your managers’ and employees’ everyday lives?

Painting a Picture of Ongoing Performance Management

There are many ways to incorporate ongoing performance management into your organization’s daily business rhythm. Let’s delve deeper into the two key components of ongoing performance management, speci�cally how it looks and feels.

Motivational. Creating an environment that promotes engagement, learning and development, and provides managers with the tools needed to coach, inspire and support employees.

Foundational. Implementing a system that allows you to connect all of your organization’s talent management programs, easily access data and give clear visibility into the progress being made on individual and organizational goals

Setting a Strong Performance Management Foundation

A 2014 Brandon Hall Group study found that companies who invest in ongoing performance management improve employee retention and customer satisfaction (http://www.brandonhall.com/blogs/change-the-channel-on-performance-management/), leading to better business outcomes. It’s clear that organizations will continue to reinvent how they manage employee performance. However, it’s not as simple as turning on a light switch.

To make it e�ective, you must have a culture and a framework that supports regular feedback from multiple sources, coaching, learning and development. An integrated talent management system provides the framework to develop the foundational and motivational aspects of talent management, and allows you to set the stage for the following activities:

Future-Driven Performance Management

Having a clear line of sight into past performance is important, but the focus of ongoing performance management should enable forward-thinking behavior in all areas of talent management. For example, looking at an employee’s job description and competencies can help managers and employees determine an optimal learning and development plan, rather than sign up for canned course delivered training.

When it comes to succession planning, HR can look at employee performance data to help create talent pools of high potential candidates and proactively communicate opportunities for on-the-job training, formal learning and continuous leadership coaching.

Setting up a system of multirater feedback, including insights from other managers, co-workers and partner stakeholders, can also help managers get a well-rounded view on an employee’s performance. Another option, project-based feedback, allows for performance assessments as a project moves along and follow-up after a project is completed.

Flexible Goal Management

http://www.brandonhall.com/blogs/change-the-channel-on-performance-management/

2/3/2021 The Look and Feel of Next Generation Performance Management | SHRM Executive Network Blog

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An integrated talent management system gives managers and employees a clear view of how the employee is progressing with their goals and how those goals line up with organizational objectives. Having clear, easily accessible goals gives managers and employees the chance to regularly discuss goal progression and assess and revise goals as needed—both of which are key tenants of employee engagement.

Check-Ins and Formal Meetings

When performance management shifts from the traditional, annual approach to one that is more agile and ongoing, one of the questions that comes up is how often managers and employees should get together. The truth is there is no set standard. It’s up to the discretion of managers and employees to decide whether they hold one-on-ones on a weekly, biweekly, monthly or quarterly basis. Some organizations also choose to have regular check-ins as well as a year-end review, which acts as an opportunity to summarize key highlights discussed during the year.

Regardless of how often managers and employees meet, the conversation should include progress on existing objectives, future plans and career aspirations. Regular check-ins also provide a great opportunity to build trust and engagement, and celebrate milestones and successes.

Three Ways to Motivate Employees

Once the foundation is set, the focus moves on to relationship- building. The rapport between managers and employees is vital to engaging and retaining talent. In fact, a 2015 Randstad US Employee Engagement Study found that 27 percent of employees would rather have a better boss than a $5,000 raise (https://www.randstadusa.com/about/news/randstad-us-employee-engagement- study-reveals-how-bosses-can-become-workplace-heroes/).

Ongoing performance management can help motivate and engage employees. Here are some ways to drive that engagement:

1. Create great leaders. A 2015 Gallup poll found that managers account for 70 percent of variance in employee engagement (http://www.gallup.com/businessjournal/182792/managers-account-variance- employee-engagement.aspx). Good leaders are experts at creating the right environment for engagement, but great leaders aren’t born; they’re made. They need the tools and training to understand how to nurture and support their direct reports.

Providing managers with coaching tools, a structure for one-on-one meetings, and even suggesting questions to ask or issues to bring up during a meeting, can help managers and employees feel more comfortable discussing performance.

2. Set goals and create a culture of learning to drive engagement.

As I’ve mentioned, ongoing performance management includes regular conversations about goals and career development. Employees need to know how their work contributes to the success of the organization and the impact of learning or development plans on their career path.

https://www.randstadusa.com/about/news/randstad-us-employee-engagement-study-reveals-how-bosses-can-become-workplace-heroes/

http://www.gallup.com/businessjournal/182792/managers-account-variance-employee-engagement.aspx

2/3/2021 The Look and Feel of Next Generation Performance Management | SHRM Executive Network Blog

https://blog.shrm.org/executive/blogpost/The-Look-and-Feel-of-Next-Generation-Performance-Management 4/4

Having goals and the opportunity to develop skills is especially important to Millennials, who now make up a majority of the workforce. The University of North Carolina’s Kenan-Flagler School found that 65 percent of Millennials cited opportunity for personal development as the most in�uential factor for staying in their current job (https://onlinemba.unc.edu/blog/geny-in- the-workplace/). Much like the success of ongoing performance management, a continuous e�ort to support employee learning and development is needed for organizations to �ourish. The key is to align the learning and development strategy to business outcomes, so employees know speci�cally why they are taking training, what is expected upon completion, and how success will be measured.

3. Build the manager-employee relationship through conversation.

While great coaching skills are essential for managers, performance discussions aren’t monologues. Employees need to take an active role in the conversation as well. Both managers and employees should prepare for performance conversations, document what was discussed and agree on follow-up activities.

The quality of the conversation is as important as the content. When an employee knows that he or she has a voice and is being supported, it fosters engagement and increases loyalty to the manager and the organization.

Ensuring Future Success

The look and feel of ongoing performance management may vary from organization to organization, but there are some similar traits. These include regular check-ins between managers and employees, continuous feedback and support, and a clear view of an employee’s past performance and future goals.

The next generation of performance management is about looking ahead and bringing employee development to the forefront—always anticipating what might come next based on readily available performance data to support strong organizational outcomes.

The Authors: Dominique Jones is the chief people o�cer at Halogen Software (http://www.halogensoftware.com/). She provides practical insights that help HR positively impact business performance.

Tags: performance management business strategy

https://onlinemba.unc.edu/blog/geny-in-the-workplace/

http://www.halogensoftware.com/

https://blog.shrm.org/executive/Tags/performance-management

https://blog.shrm.org/executive/Tags/business-strategy

2/3/2021 Why Next Generation Performance Management Is the Way of the Future | SHRM Executive Network Blog

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SHRM'S EXECUTIVE NETWORK BLOG 

March 1, 2016

WHY NEXT GENERATION PERFORMANCE MANAGEMENT IS THE

WAY OF THE FUTURE By Dominique Jones

This is the �rst in a four-part series for HR People + Strategy on next generation performance management. Throughout this series we will explore ongoing performance management in detail, as well as how to train managers on feedback and coaching and how to leverage information from regular one-on-ones during

https://blog.shrm.org/executive

https://blog.shrm.org/executive/Authors/Dominique-Jones

2/3/2021 Why Next Generation Performance Management Is the Way of the Future | SHRM Executive Network Blog

https://blog.shrm.org/executive/blogpost/1346767/240466/Why-Next-Generation-Performance-Management-Is-the-Way-of-the-Future 2/4

annual reviews.

+ + + + + +

Performance management is undergoing a profound change, with more businesses shifting from yearly appraisals to monitoring and evaluating employee performance on an ongoing basis— something we call "next generation performance management."

Yet some leaders, managers and employees are still asking why they need to change their organizational environment. After all, performance management has centered around annual performance appraisals for decades.

As the saying goes, "If it ain't broke, don't �x it."

The Reality of Today's Workplace However, statistics show that the annual performance review process is broken, or at least unable to help organizations leverage their greatest asset—their talent—to stay competitive and pro�table in today's fast-paced work environment.

Maximizing the potential of your organization's talent has never been more di�cult. Here are three of the biggest challenges today's organizations face:

1. Dealing with multiple generations and cultures

There have never been so many generations working together. Baby Boomers, Generation Xers and Millennials all have di�erent needs and expectations about development, learning on the job, career progression and performance management.

2. Engaging employees

A 2015 Gallup Daily U.S. Employee Engagement poll found that only 32 percent of U.S. employees are engaged at work. Another poll revealed that 51 percent of employees polled were looking for another job. Together, these polls paint a bleak picture of employee engagement.

3. Insu�cient access to data to make talent decisions

Organizations need to be able to quickly access data on hiring, developing, promoting employees, as well as information on why workers leave the organization. Without easy access to this data, HR can't properly create succession plans or learning and development strategies to engage and retain key workers.

How Ongoing Performance Management Can Help While the challenges are signi�cant, they're not insurmountable. The solution is to shift from thinking of ongoing performance management as separate from your business strategy, to being an integral part of it.

2/3/2021 Why Next Generation Performance Management Is the Way of the Future | SHRM Executive Network Blog

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For example, the once-a-year appraisal uses a separate process and creates additional work for managers, employees and HR. If all that extra work is seen as having little impact on performance, your once-a-year appraisals can be seen as a negative, rather than a positive process.

This is where next generation performance management can help. When performance management is fully integrated into your business, it becomes part of a process that is adaptive, not prescriptive, allowing you to quickly align employee commitments to the to your business aspirations, easily assess the impact on business outcomes, and adjust as needed. Rather than a one-time procedure, ongoing performance management becomes more personal, collaborative, and a continuous cycle.

The Role of Technology While work environments have changed over the past few decades, people processes haven't kept up. Technology can be a great asset for enabling talent management as a regular part of your business rhythm. HR technology can put the control of everyday talent management processes in the hands of people who lead and actually do the work—managers and employees. Technology can help ease the administrative burden of performance management, while ensuring that mangers, employees and HR have access to important data on goals, learning and development, and succession planning. Technology is especially important in supporting the delivery of improved learning and development plans. In the past year, more organizations have started to see the possibilities that technology o�ers and are taking advantage. Deloitte's 2015 Human Capital Trends study found that employers recognize the importance of updated learning and development strategies. And when you combine ongoing performance management with the right talent management solution, learning plans can be easily identi�ed, created and tracked, and modi�ed at any point. Future-Proof Your Business To stay competitive and pro�table in today's marketplace, organizations must be agile. To maximize, engage, and develop the skills of a multi-generational workforce, businesses need to take advantage of ongoing performance management processes as well as technology to deliver individualized learning and development plans. As work environments continue to evolve and develop, organizations must seek ways to simplify but also to optimize how they manage their greatest asset—their people. Next generation performance management has the potential to do just that—to ensure the future success of your organization is fuelled by your greatest asset, your people.

The Authors:

2/3/2021 Why Next Generation Performance Management Is the Way of the Future | SHRM Executive Network Blog

https://blog.shrm.org/executive/blogpost/1346767/240466/Why-Next-Generation-Performance-Management-Is-the-Way-of-the-Future 4/4

Dominique Jones is the Chief People O�cer at Halogen Software (http://www.halogensoftware.com/). She provides practical insights that help HR positively impact business performance.

Tags: performance management human resources planning

http://www.halogensoftware.com/

https://blog.shrm.org/executive/Tags/performance-management

https://blog.shrm.org/executive/Tags/human-resources-planning

2/3/2021 Performance Enhancement?- Diagnosing Performance Problems - Free Article

performance-appraisals.org/Bacalsappraisalarticles/articles/diagper.htm 1/2

Performance Enhancement Diagnosing Performance Problems By Robert Bacal Summary: No amount of time spent on solving a performance problem will work if the manager and employee don't know what is causing the problem. Too often the root cause of barriers to performance is not identified correctly, and so performance continues to suffer. This article maps out a process for diagnosing performance problems.

One of the toughest tasks for any manager or supervisor is to determine the cause of a performance problem. Since decisions to remediate the problem will depend on the diagnosis, accurate assessment is crucial. In this article we will outline a model of factors influencing employee performance, so that you are less likely to ignore a possible source of performance deficit. In future issues of the Public Sector Manager, we will return to this topic in more detail.

The Nature of Performance Work performance is influenced by a number of factors. When performance is excellent, it is a result of a number of circumstances that work together to make this excellence possible. So, stellar performance requires that ALL relevant influences on behaviour are in place.

Sadly, poor performance can result from a SINGLE factor or influence that drastically reduces effectiveness. Frequently, a performance problem that is allowed to continue unchecked will expand as other influences turn from positive to negative.

A Seven Factor Model We can suggest seven factors that influence or determine the level of performance. These factors are multiplicative in nature. For those of you whose favorite subject in schools was NOT math, this means that performance will be as strong as the weakest link in the chain of performance determinants. If there is a deficit in any one of these factors, performance will suffer.

Factor 1: Aptitude Aptitude refers to a person's native ability to perform the task or tasks. Each of us has strengths and weaknesses that determine if we can learn or perform a task. Poor aptitude for a task could mean that the person could never learn how to do it, even with all the supports in the world. Assessing aptitude is very difficult.

Factor 2: Skill Level Even the simplest responsibilities require skills. Skills differ from aptitudes in that they can be learned, up to the limits imposed by aptitude. To assess whether a performance deficit is a result of lack of skill, ask the questions, "If his/her life depended on it, could the person do the task?" If the answer is no, then it could be a skill problem.

Factor 3: Understanding of Task A person must understand the nature of the task, and what is expected. If this clear communication is lacking, no amount of skill or motivation will bring about effective performance. Performance management is the common means for conveying understanding of the task. The best way to assess an employee's understanding is to ask questions within a coaching environment.

2/3/2021 Performance Enhancement?- Diagnosing Performance Problems - Free Article

performance-appraisals.org/Bacalsappraisalarticles/articles/diagper.htm 2/2

Factor 4: Choice to Expend Effort This, and the next factor are motivational factors. If a person has the aptitude, skills and understanding of the task required, it may be that there are factors causing the person to "not make the effort". These may be personal or related to the work environment. Assessing whether there is a motivational problem is difficult, and can best be done by examining other indicator behaviours (absenteeism, lack of participation in meetings, or other factors that suggest a motivational problem.

Factor 5: Choice of Degree of EffortTo Expend Sometimes effort is not an on/off thing. An employee may be putting in a limited amount of effort and therefore producing inferior results.

Factor 6: Choice To Persist Performance requires that effort be initiated and sustained over time. This motivational factor may result in projects started but never completed. If an employee is not persisting in tasks, it can indicate boredom, fear of failure, or may relate to a lack of skills. Careful, diplomatic discussion is required to uncover if and why this may be occurring.

Factor 7: Outside Factors Performance can be reduced due to factors beyond the control of the individual. The organization itself may be setting barriers to performance, or uncooperative co-workers and managers may contribute. Discussion with the employee during performance management should include reference to factors outside the control of the employee that impede progress. If these outside factors are allowed to continue, unacknowledged, motivational levels will drop, complicating the issue and creating a chronic under-performer.

Conclusion: It is important that performance problems be addressed as soon as they occur, and the above factors be examined to determine whether they are contributing to the problem. By working with the employee in a cooperative way, it is possible to identify and remediate some of the underlying causes of work performance problems.

Help Your Employees Develop Their Strengths—Not Their Weaknesses Deliberately Assist Your Employees to Regularly Practice Their Strongest Skills • • • BY SUSAN M. HEATHFIELD Updated May 14, 2019

A management philosophy, that flies in the face of conventional thinking, compels you to help your employees develop their strengths by deliberate practice. This is a substitute for helping employees develop their weaknesses, a concept more traditional in management thinking. But does helping employees develop their weakest areas of performance ever make any sense? Not really.

This theory of helping employees develop strengths was proposed by Marcus Buckingham and Curt Coffman in "First, Break All The Rules: What the World’s Greatest Managers Do Differently." The recommendations were made as a result of the Gallup organization's interviews with 80,000 managers who were rated as effective performers in their organizations. (Gallup also identified the twelve most important factors for employees to become or stay engaged at work.)

On top of trying to complete their daily work and achieving their annual goals, employees have a finite amount of time for development. Spend time on what matters. Develop employee strengths—not weaknesses, and in the process, train your management philosophy and company culture.

How HR Managers Can Hone Their Strengths

Using an average HR professional as an example, the majority are good with people and good at conveying the simple, common sense, applicable information. Many

https://www.thebalancecareers.com/susan-m-heathfield-1916605

https://www.thebalancecareers.com/list-of-weaknesses-2063805

https://www.thebalancecareers.com/what-great-managers-do-differently-1918652

https://www.thebalancecareers.com/create-work-environment-for-employee-engagement-1917575

https://www.thebalancecareers.com/build-a-strategic-framework-through-strategic-planning-1916834

https://www.thebalancesmb.com/effectively-determine-employee-strengths-2951397

https://www.thebalancecareers.com/everyone-wins-4-tips-for-employee-training-transfer-1919301

https://www.thebalancecareers.com/what-does-a-human-resources-manager-do-1918551

HR people are not very good with mathematical story problems and other mathematical concepts—although exceptions exist. No matter what, some HR professionals will never be good at solving complex mathematical problems. Could they get better? Probably. But, why not spend their time honing their strengths?

Yet, the traditional approach to developing employees, one of the critical factors in employee motivation, has been to identify weaknesses, often during an annual performance appraisal meeting. The employee is then sent to training, given mentoring and coaching to help, or just told to "get better" at whatever his or her weak area is.

Now, if the area of weakness is critical to the employee's job success, developing the weaker area might make sense. But, it is more likely that the employee is just in the wrong job—a job that does not take advantage of their best strengths. Consider matching the employee's best skills to your company's needs in a different job.

In another example, think about an employee who has always been a good writer. Giving the employee the opportunity to write every day as a part of their job description will strengthen their writing skill. Writing is a perfect example of a skill that you can develop if you approach it with deliberate practice a number of times a week.

Once the employee started writing every single day, with hours of practice and a deliberate commitment to growth, they continued to develop the strength and became a better contributor to the business. This is an example of a mutual win—a win for the employee and a win for the employer. Imagine the difference and the frustration if the employer had asked the employee to spend her time trying to develop a skill she didn't already have in her tool bucket.

You have an equivalent example in your own life—or your reporting employees do. What skill should you deliberately develop daily for your own career development and your employer's needs?

Why Develop Employee Strengths With Deliberate Practice?

https://www.thebalancecareers.com/what-employees-want-1918690

https://www.thebalancecareers.com/performance-appraisals-dont-work-1918846

https://www.thebalancecareers.com/tap-into-the-power-of-mentoring-employees-1917661

https://www.thebalancecareers.com/assess-job-fit-when-you-select-employees-1918165

https://www.thebalancecareers.com/job-descriptions-positives-and-negatives-1918556

Experts and people who have studied the topic of helping employees develop their strengths as opposed to their weaknesses provide analysis about why this practice is important and worthy of your consideration.

"Deliberate practice involves two kinds of learning: improving the skills you already have and extending the reach and range of your skills. The enormous concentration required to undertake these twin tasks limits the amount of time you can spend doing them," said Dr. K. Anders Ericsson, the Conradi Eminent Scholar of Psychology at Florida State University, in Tallahassee.

Additionally, Stephen J. Dubner at the "Freakonomics" blog weighs in with these thoughts:

"A while ago, we wrote a 'New York Times Magazine' column about talent—what it is, how it’s acquired, etc. The gist of the column was that 'raw talent,' as it’s often called, is vastly overrated and that people who become very good at something, whether it’s sports, music, or medicine, generally do so through a great deal of 'deliberate practice,' a phrase used by the Florida State psychologist Anders Ericsson and his merry band of fellow scholars who study expert performers in many fields."

In the column cited in the quote above, Anders Ericsson concludes that:

"…the trait we commonly call talent is highly overrated. Or, put another way, expert performers—whether in memory or surgery, ballet or computer programming—are nearly always made, not born. And yes, practice does make perfect. These may be the sort of clichés that parents are fond of whispering to their children. But these particular clichés just happen to be true.

"Ericsson's research suggests a third cliché as well: when it comes to choosing a life path, you should do what you love—because if you don't love it, you are unlikely to work hard enough to get very good. Most people naturally don't like to do things they aren't 'good' at. So they often give up, telling themselves they simply don't possess the talent

https://hbr.org/2007/07/the-making-of-an-expert

http://freakonomics.com/2007/08/20/how-talented-is-this-kid/

https://www.nytimes.com/2006/05/07/magazine/07wwln_freak.html?ex=1188014400&en=9ca85253cc2d6bcd&ei=5070

https://psy.fsu.edu/faculty/ericssonk/ericsson.dp.php

https://www.thebalancecareers.com/create-your-personal-vision-statement-1919208

for math or skiing or the violin. But what they really lack is the desire to be good and to undertake the deliberate practice that would make them better."

So, it seems there is truth to the power of developing your strengths and deliberately practicing the areas you want to improve. You also have to love their plug for love your work, a concept that is discussed frequently by HR practitioners because of its power to impact your work life. Do you agree?

https://www.thebalancecareers.com/why-you-really-want-to-love-your-work-1917780

Coaching Tips for HR Professionals

• • • BY SUSAN M. HEATHFIELD Updated September 05, 2019

Executives, managers, and others interested in career growth and development are increasingly turning to a business coach for a personally tailored development experience. Coaching is a process of helping a leader or potential leader to develop the necessary skills to effectively manage a business workforce.

According to the International Coaching Federation (ICF), there are four groups of core competencies for effective coaches. A coach should work to establish a solid foundation with a client to ensure they understand the purpose of the coaching and establish trust with the client. The coach should be an active listener and know how to tailor different methods of learning, while managing and tracking progress.

Following the principles of these competency groups can help you can become a more effective coach.

Agreement and Guidelines

One of the first steps a coach should take with a client is to establish a written agreement. This agreement outlines the type of relationship you'll want to develop with the client, what each party is responsible for, and should list the methods the coach uses to help the client develop.

As you consider the agreement you are going to present to a client, you'll need to know the industry they work in, and any other pertinent information such as the number of employees or work force demographics. This will help you tailor an approach when you're developing actions.

https://www.thebalancecareers.com/susan-m-heathfield-1916605

https://coachfederation.org/core-competencies

If you offer your services as a coach to a wide variety of industry clients, make sure you have developed methods that are cross-industry effective. Many techniques are effective through a wide spectrum of work, but if you are not familiar with an industry it is better to let the client know, so you can both decide if there is a compatibility issue.

The Relationship

Beginning a relationship is always a challenge. As you begin your familiarization of the client, you'll need to make sure you are genuine in your efforts to learn and listen.

To be genuine, you'll need to make sure you are free from distractions and able to focus on your client. Participate in the conversation and be present. Focus on their needs, unique situation, and what they want to accomplish.

One key aspect to be aware of is to know that you only know what you know. If you do not know something the client is referring to, be able to admit it. Work with your client to develop an understanding.

One of the harder assessments you'll need to make will include uncovering the client's fears involving work. Fear of failure is common for everyone. This is not something you should try for during the first 15 minutes of a session. It may take a while to establish enough trust and respect for people to voice these types of concerns.

Communication

Active listening is a method of taking part in a conversation while paying attention to what another party is saying and becoming involved. Ask questions, offer relevant examples and opinions, and encourage more output from the client.

Your ability to relate to your client will determine the outcome of your coaching. Make sure your questions are clear and address the point being discussed. You'll need to be able to provide examples that are easily understood and have clear and concise steps to use.

You'll need to make sure the clients understand that for the coaching to be effective, they will need to use what they have learned at work. Sometimes, clients will want the coach to be the person that fixes it all for them.

It is essential for the client's development that they understand that they are the one that uses the information to improve themselves. The coach provides instruction, feedback, and an environment to learn in.

Tailored Learning

As you develop your relationship with your clients, you should try to assess the best way to help them. Everyone learns differently, some more visual than others, and some are kinaesthetic (learning by doing), and others learn best by reading and writing.

When you have determined how your client best learns, use the information you gathered during your relationship-building to tailor an approach for each client. After some time you'll be able to pick programs you have used in the past, tweak it, and use the re-tailored version for other clients.

If the client has trouble initiating a feedback session, for instance, you might need to assess their method. You could choose to role-play a feedback session with them as the employee.

Give them a briefing on the role-play. Make sure they know what you are doing, why it is being done, and the purpose for doing it. This way your client can buy-in to your method and learn better from it. Once you're finished with the role-play, conduct a feedback session to address any issues.

It is important to create goals with your clients. Similar to creating tailored learning, you should tailor the goals for each client. A process for monitoring their progress should be developed, and sessions held to ensure you are holding them accountable for the actions discussed.

Effective coaching is all about listening and creating an approach specific to each person. Honesty from both coach and client in communication will further ensure the coaching program is successful. Something else to remember—if you can make the learning fun, and teach them to have fun while managing people you'll make a lasting impression and create effective leaders at the same time.

Steps to Create a Career Development Plan A Career Path Is Crucial to Guide Employee Development • • • Table of Contents

• Career Development Is Critical • Creating a Career Development Plan • Carrying Out the Plan • Issues to Avoid in Career Development

BY SUSAN M. HEATHFIELD Updated November 03, 2019

Career Development Is Critical for Employee Engagement

The Society for Human Resource Management (SHRM) identified 18 conditions that must be present in the workplace for employees to experience engagement. Then, employees rated their overall satisfaction with each of these factors in their own, current workplace.

Four of the lowest-rated seven conditions that must be present for employees to experience engagement were related to training, professional development, and career development. This shows that the growth and development needs of employees are not a typical priority in many workplaces. Yet, when employees identify the factors that they must have from work, career growth and development is one of the top five. Employers would do well to heed this advice if retaining and attracting excellent employees is critical to your business success.

A career development plan is a win for employers and employees. The plan focuses on the employees’ needs for growth and development and the assistance the organization can provide so that the employee has the opportunity to grow his or her career. In

https://www.thebalancecareers.com/steps-to-create-a-career-development-plan-1917798#career-development-is-critical-for-employee-engagement

https://www.thebalancecareers.com/steps-to-create-a-career-development-plan-1917798#creating-a-career-development-plan

https://www.thebalancecareers.com/steps-to-create-a-career-development-plan-1917798#carrying-out-the-plan

https://www.thebalancecareers.com/steps-to-create-a-career-development-plan-1917798#issues-to-avoid-in-career-development-planning

https://www.thebalancecareers.com/susan-m-heathfield-1916605

https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Pages/2017-Job-Satisfaction-and-Engagement-Doors-of-Opportunity-Are-Open.aspx

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https://www.thebalancecareers.com/what-employees-want-1918690

addition to growing their careers, employees are also interested in developing themselves both personally and professionally.

Creating a Career Development Plan

You can create career development plans with your employees by taking a few simple steps. For career development planning to be effective, expand your view of development and that of your employees. An outside training class is not the only way to develop employees. The development that is provided in-house is often more effective and a source of greater employee satisfaction.

Prepare for a Career Development Planning Meeting

These are ideas about how you can help an employee create a career development plan.

• Tell the employee that you want to meet with him or her to discuss career development plans and hopes. Ask the employee to think in advance about his or her options for growth and development and how they see their career unfolding in your company. Encourage the employee to think about how they’d like to see their careers progress.

• Suggest that the employee think about and come prepared to discuss these questions: What professional job or career growth goals does the employee hope to achieve within three years? What would the employee like to accomplish this year? Offer opportunities for the employee to consider as options to accomplish these goals.

• Prepare recommendations on what the employee can do to ensure that he or she is making progress on his career path. Determine and discuss resources and support the organization can provide so that the employee can accomplish his or her professional job or career growth goals.

• Determine what professional and personal goals will help the employee improve or develop great performance in their current job. What additional support can this organization provide so that the employee can accomplish these goals?

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Hold the Career Development Planning Meeting

• Hold a meeting with the employee to discuss these questions and formulate a plan with the employee's involvement. Be flexible because the employee may have other avenues that he or she wants to discuss. As a manager, your job is to know all of the options available to the employee such as job shadowing, mentoring, and coaching on particular skills.

• Make sure that you're up to speed and can talk knowledgeably about all of the training and development options that exist for your reporting staff members. Many employees don’t consider development in any other sense beyond taking a class, and it helps to share with them all of the additional available options for training.

• Create and fill out a form that details the employee's career development plan and turn it into Human Resources for review, additional input, and filing.

Carrying Out the Plan

Employee development is a great concept but it is not without issues. The best plans keep the responsibility for follow-through squarely on the shoulders of employees. Otherwise, if an employee does not complete their development opportunities, he or she may choose to place blame on management, which is counter-productive for all of the involved parties.

• Steer the employee in certain directions, but don't do the work for them. Make it the employee's responsibility to find a great class in listening if he or she's a poor communicator. If it turns out to be a poor choice, the employee is responsible. If the class doesn’t produce the desired results, the employee cannot place blame on anyone else. Both the Human Resources department and a manager can help the employee explore his or her options, but the employee is ultimately responsible for the choice and follow-through.

• If the employee finds what he or she thinks is a great development opportunity, the employee is responsible for selling the company on the idea. Working with

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the experience of the HR staff to select excellent vendors and avoid low- quality development opportunities is the responsibility of the employee. HR has the experience the employee needs.

Issues to Avoid in Career Development Planning

Certain issues and statements exist that you would want to avoid as you and the employees who report to you create career development plans. A few types of issues can get in the way of an effective plan, such as:

• Guaranteeing or forming a contract with the employee by promising that the company will provide training or any other promised benefit. The best that you can do is to say that you will help however you can, but that the company growth, economic circumstances, priorities, and goals will have an impact on the employee’s desired developmental path, promotions, and career goals. Nothing is guaranteed.

• In states where laws are interpreted literally, you want to avoid statements that over-commit the employer. For example, at a small manufacturing company, HR put up a career opportunity bulletin board in the lunchroom. The company attorney advised them that the board implied that employees were promised careers and asked HR to call the board job opportunities board instead. Know your state and international governmental laws.

• The manager owning or having responsibility for carrying out the plan. The career development plan belongs to the employee. You can facilitate its pursuit, explore options with the employees, provide opportunities for the employee when possible, encourage the employee to have goals for growth and expansion of his or her career and skills, but you cannot do it for them. The employees must own their plan.

• Overcommitting your time or resources. As much as you are devoted to helping the employees who report to you grow, you have a limited amount of time available to help, in addition to the rest of your job. For example, unless you are

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already aware of a great class or resource, researching options for the employee to develop skills is not your job.

Disclaimer: Please note that the information provided, while authoritative, is not guaranteed for accuracy and legality. The site is read by a world-wide audience and

employment laws and regulations vary from state to state and country to country.

Please seek legal assistance, or assistance from State, Federal, or International

governmental resources, to make certain your legal interpretation and decisions are

correct for your location. This information is for guidance, ideas, and assistance.

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How to Develop a Balanced Scorecard as a Performance Management Tool You can personalize a balance scorecard to help you achieve your goals • • • BY SUSAN M. HEATHFIELD Updated June 25, 2019

When you become hyper-focused on one aspect of your job, you can damage the overall health of your business. Because of this, many business leaders choose to implement a “Balanced Scorecard” approach in their organization. What is a balanced scorecard and how can you use it to not only get your financials in order but as a performance management tool, too?

What Is a Balanced Scorecard?

The balanced scorecard is a report that looks at a variety of different areas. One template that is good for all users does not exist as the balanced scorecard is adjustable for every business and every need—it's even used as a people management tool.

The goal of a balanced scorecard is to help you focus on more than just one area of the business—usually, people are focused on the financials. If sales are going well then that’s all you need to focus on, right? Well, wrong. Managers always have more responsibilities than just the bottom line numbers.

The traditional balanced scorecard focuses on four areas:

• Financial • Customer

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• Process • Organizational Capacity (or learning and growth)

While these categories come from the original creators of the balanced scorecard, namely, Dr. Robert Kaplan and Dr. David Norton, you’re not limited in its use to only their ideas, although they are good recommendations. What you need to do is to make sure that you’re focusing on the priorities that each manager needs to achieve to make their department better. In this way, you meld departments and interests and come together as a performing company.

The balanced scorecard was often used as a sort of dashboard of measurable factors relating to your business. It has now become part of a broader strategic way in which to view the organization. This broader outlook includes other less tangible factors as key strategic indicators.

Using a Balanced Scorecard as a Performance Management Tool

A positive outcome of using a balanced scorecard is that it makes performance in multiple areas readily observable. When you take all aspects of a job into consideration you can see what areas are strong and what areas are weak. When you look at only one aspect of performance you can see if there is an overall problem, but you don’t have the information you need to fix the situation.

For instance, Steve is the manager of the produce section of a grocery store. Traditionally, his manager looked at his profit and loss numbers and decided whether he was a good or a bad manager. But, see what happens when you add in the other three areas of his responsibility to the balanced scorecard.

Customer: What type of feedback are you receiving from customers? Have you gotten complaints about the quality of the produce? Or, has the department received praise for a quality product? What are the customers saying about the staff? Do they find them helpful or unhelpful?

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It’s easy to determine who the customer is in a retail organization and sometimes not quite as obvious in an internal department, but everyone has a customer. You need to identify who that customer is for every group—both the internal and external customers.

This hypothetical produce manager should have specific metrics you look at to determine how the customer service is going. Good marks from customers and great financials are both positives. Bad marks and great financials could mean you have a serious problem waiting to happen.

For instance, if your manager has been boosting profits by selling substandard produce, customers will eventually go elsewhere. Looking at the customer feedback helps warn you.

Process: Processes are activities that are internal to the business. How is this manager doing with internal processes and procedures? Has he developed the procedures for his area of responsibility and do they align with the overall company processes?

When you are implementing processes and procedures across sites or across departments, they are measured in this category. Additionally, the processes measured can be specific to his department.

So, Steve, the example produce manager has processes for buying, rotating, and selling product. How much produce is thrown out? What are his processes for handling discarded produce to ensure your increased profit?

Again, if you’re just looking at profit and loss you may not know where you need to make improvements, but if you’re looking at profits and you find out that the produce isn’t being repackaged properly, this will give you insights.

Organizational Capacity—Learning and Growth: You need to hold every manager of people accountable for their people. A manager with sky-high turnover is not a good manager. A manager whose people are never prepared to move to a higher level is not a good manager.

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When you’re talking about people, you can never focus completely on the present—you always need to prepare to move forward, and that requires training and development.

So, you need to hold the example produce manager accountable for his turnover as well as his pipeline for internal positions and external growth (speaking of his department). In a grocery store environment, you need people who are cross-trained and understand multiple departments, especially at the management level. They can only become capable of managing multiple departments if they do the work at the lower levels as well.

So, this, combined with the internal processes, part of the balanced scorecard helps managers know how they are doing with their people processes.

When you take a look at all four of these areas (and each area can have multiple goals), you have created a great performance management tool. You know about the person’s overall success and the factors that make up that success—or failure. The balanced scorecard allows you to correct problems before permanent damage is done.

Do You Have to Stick to the Traditional Balanced Scorecard?

Absolutely not. Make adjustments to your balanced scorecard to support what your business needs. You can even use the balanced scorecard approach to managing your own life.

Every aspect of your life and business are multi-faceted and the balanced scorecard allows you to look at all of the differences in one spot. It gives you an overview that can help you determine which way you want to go—for true success in work and life.

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How Great Managers Motivate Their Employees The Manager's Actions Are Most Effective in Encouraging Motivation

BY SUSAN M. HEATHFIELD Updated March 02, 2020

The reality, when you talk about how to motivate employees, is that they're already motivated. As a manager, you're charged with figuring out how to tap into that motivation to accomplish work goals. Fortunately, you control the key environmental factors that are necessary to achieve this.

Environmental Factors Under the Manager's Control

The most significant factor under your control is your relationship with each employee. This is the most significant factor managers control. The second-most important factor is a work environment and organizational culture that fosters employee motivation and engagement.

Ideally, the work culture consists of an environment in which employees are trusted, treated like the adults they are, and not micromanaged. Employees are entrusted with the values, vision, mission, and strategic framework within which they're expected to do their jobs.

They receive frequent communication, are regarded with respect and treated with civility, and have input to every facet of the work they're hired to produce. They're also encouraged to speak up about what they believe when participating in solving a problem for a customer. And the organization trusts them with its most significant and critical financial information so they're not blindsided by business problems.

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These are factors that help produce a work environment in which employees choose to be motivated to accomplish the requirements of their work. Nothing is more powerful than a group of contributing, motivated employees.

7 Ways Managers Can Motivate Employees—Today

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No workplace will ever give managers the perfect work environment and culture to support their efforts toward fostering employee motivation. But you can create an environment that motivates your employees and increases their level of satisfaction by taking seven key steps, such as providing them with opportunities to grow their knowledge and skills and giving them all the information they need to do their jobs effectively.

Management Matters Most in Motivation

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The most important emotion that employees bring to work is motivation, according to Jon Gordon, author of "Soup: A Recipe to Nourish Your Team and Culture." Although some managers want to zap emotion from the workplace altogether, Gordon argues that this is a mistake and shares his wisdom on how to plug into your employees' inherent motivation during challenging times by cultivating your relationships with them, creating a climate of trust, expecting only the best from your team, and more.

You Can Make Their Day: 10 Tips for the Leader about Motivation

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Increase workplace motivation and morale by understanding that as your employees' manager, you're their passport to a boom or bust day. Words matter, but there's much more you can do to help employees get a handle on motivation and high morale, including setting high standards and clear expectations,

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focusing on their personal and professional development, and starting every day with a smile and a luminous attitude.

It's All About the Managers...Duh!

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David Maister, best-selling author, expert on the management of professional services firms, and former Harvard Business School professor, gives you a window into his insights on how managers can catalyze employee motivation. First and foremost, behave as if you're a part of the team by lending a hand with the work, making yourself available to anyone who has a personal or work- related problem, and actively helping your people to achieve their goals.

Leadership Inspires Motivation

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Expand your motivational toolkit with six leadership actions you can take to promote trust and feelings of security in the workplace while minimizing anxieties, hostilities, and cynicism. Start by communicating honestly and frequently with each employee in your group, really getting to know your employees (and letting them get to know you), and infusing your team with your own optimism and vision.

The Bottom Line for Motivating Employees: 10 Tips

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Make progress toward creating a work environment in which employees choose to be positive, enthusiastic, and motivated. Strategies for achieving this type of environment include treating employees with respect, recognizing their contributions to the team, providing unambiguous direction, responding quickly to complaints and requests for help or feedback, and asking them to tell you what motivates them if nothing else seems to work.

You Need to Know What Motivation Is—Really

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Understand that motivation is basically a person's own drive to achieve something, like winning an award or completing a project. As such, your employees don't need you to motivate them but rather to set the stage by empowering them to motivate themselves. If you get this, you'll be in a better position to structure the work environment to engage, excite, incentivize, and retain your employees.

How to Demonstrate Respect at Work

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The most common response to questions concerning what employees want from their workplace on a daily basis involves their need to be treated with dignity and respect. Investigate some of the ways you can show respect in the workplace— from watching your tone of voice and body language to delegating meaningful assignments to treating everyone with courtesy and kindness and encouraging the free expression of opinions and ideas.

Top 10 Ways to Show Appreciation

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Show your employees that you appreciate them for who they are in a variety of ways, in addition to valuing their contributions to the organization. Suggestions include asking them about their interests and activities outside the workplace, bringing in the occasional bag of bagels or donuts for the team to share, or taking them to lunch on a birthday or other special day.

Provide Motivational Employee Recognition

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Establish unequivocal, objective employee recognition criteria and communicate them to all employees to head off confusion, hurt feelings, and sapped morale.

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This means spelling out exactly the deliverables or behaviors employees will be recognized for and how they'll be recognized. It also means recognizing every employee who meets the criteria.

2/3/2021 Reading: Goal-Setting Theory | Introduction to Business

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Reading: Goal-Setting Theory

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Athletes set goals during the training process. Through choice, effort, persistence, and cognition, they can prepare to compete.

Goal Setting

Research shows that people perform better when they are committed to achieving particular goals. Factors that help ensure commitment to goals include the following:

The importance of the expected outcomes

Self-efficacy, or belief that the goal can be achieved

Promises or engagements to others, which can strengthen commitment level

In a business setting, managers cannot constantly drive employees’ motivation or monitor their work from moment to moment. Instead, they rely on goal setting as an effective means of helping employees regulate their own performance and stay on track. Goal setting affects outcomes in the following important ways:

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Aim for the goal: goal-setting is closely tied to performance. Those who set realistic but challenging goals are likely to perform better than those who do not.

Choice: Goals narrow attention and direct efforts to goal-relevant activities, and away from goal-

irrelevant actions.

Effort: Goals can lead to more effort; for example, if one typically produces four widgets per

hour and has the goal of producing six, one may work more intensely to reach the goal than one

would otherwise.

Persistence: People are more likely to work through setbacks if they are pursuing a goal.

Cognition: Goals can lead individuals to develop and change their behavior.

Edwin Locke and his colleagues examined the behavioral effects of goal setting, and they found that 90 percent of laboratory and field studies involving specific and challenging goals led to higher performance, whereas those with easy or no goals showed minimal improvement. While some managers believe it is sufficient to urge employees to “do their best,” these researchers learned that people who are instructed to do their best generally do not. The reason is that if you want to elicit a specific behavior, you need to give a clear picture of what is expected. “Do your best” is too vague. A goal is important because it establishes a specified direction and measure of performance.

You’ll recall from the discussion of SMART objectives in the Management module that setting effective goals and identifying the best means of meeting them are important aspects of the controlling function of managers. It turns out that setting SMART goals is also a powerful way to motivate employees, especially when employees are able to participate in the goal-setting process. Specific, Measurable, Achievable, Realistic, and Time- constrained goals give both managers and employees clear direction and a way to measure performance.

Goals and Feedback

Managers need to track performance so employees can see how effective they have been in attaining their goals. Without proper feedback channels, employees find it impossible to adapt or adjust their behavior. Goal setting and feedback go hand-in-hand. Without feedback, goal setting is unlikely to work.

Providing feedback on short-term objectives helps to sustain an employee’s motivation and commitment. When giving feedback, managers should do the following:

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Create a positive context

Use constructive and positive language

Focus on behaviors and strategies

Tailor feedback to the needs of the individual worker

Make feedback a two-way communication process

Goal setting may have little effect if the employee can’t evaluate his own performance in relation to the goal. By giving accurate, constructive feedback, managers can help employees evaluate whether they need to work harder or change their approach.

Goal-setting theory is very useful in business, but it does have limitations. Using production targets to drive motivation may encourage workers to meet those targets by any means necessary—resulting in poor quality or, worse, unethical behavior. You’ll recall that this was the case in the recent Wells Fargo scandal, where employees created millions of fake bank accounts in order to hit sales targets. Another problem with goal setting is that a manager’s goals may not be aligned with the goals of the organization as whole, and conflict may ensue, or the employees may feel uncertain about which goals ought to be prioritized (first the manager’s, then the organization’s? Or vice versa?). Either way, performance can suffer. In addition, for complex or creative tasks, it is possible for goal setting to actually hamper achievement, because the individual can become too preoccupied with meeting goals and distracted from completing tasks. This is especially true is if reviews and pay increases are strongly tied to goal achievement.

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10 Tips to Help You Conduct Difficult Workplace Discussions • • • BY ART PETTY Updated June 25, 2019

Challenging conversations are the lifeblood of performance improvement and problem- solving for managers at all levels. Unfortunately, too many managers delay conducting these conversations out of fear of reprisal or because they believe the conversation will jeopardize their relationship with the other party. It is essential to gain control over those emotions, and the best way to develop confidence for delivering difficult conversations is to follow a structured process.

10 Tips for Improving Your Comfort With Difficult Conversations

1. Do the Planning Work: Your observation of the behaviors in question, and your ability to connect those behaviors to the business are essential. Know where you want the conversation to go. True feedback masters develop the discipline to write out and practice their planned conversation opener. Prior planning prevents lousy performance!

2. Timeliness Is Essential: If you have ever received an annual performance review that included criticism of something you allegedly did or did not do a few months ago, you know how worthless stale feedback is. It is your job as a manager to ensure that the feedback is behavioral, business- focused, and timely. My writing partner for my first book, Practical Lessons in Leadership, suggested that the value of constructive feedback declined by 50% every day you delayed giving it. If emotions are hot, let things cool a bit. While I just finished imploring you to

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provide timely feedback—as close to the incident as possible—if things are heated, take a day to let them cool down a bit. Just do not let it linger for too long.

3. Choose the Setting: If your tough topic is potentially embarrassing or you anticipate an emotional response, avoid open-office settings or conference rooms with glass windows. Do not err on the other side by selecting a setting designed to intimidate. A neutral, private setting is best for more difficult conversations. If you are fearful of physical repercussions, consult with your H.R. representative who may decide to be present with you.

4. Prepare Your Attitude: It is essential to go into these discussions with a feeling of confidence and a demeanor that shows you are calm and committed to a positive outcome. Your tone of voice, body language, and eye-contact are all important. Remember, this conversation is important for your business, your team and the individual sitting across from you. Manage yourself to portray the right level of resolve with the right level of concern for the other party’s welfare.

5. Use the Opening Sentence You Prepared in the Planning Session: A good opener identifies the behavior, links it to the business’ impact, and indicates the need for change. Do not feel compelled to wrap it in praise. While some feedback practitioners appreciate “sandwiching” constructive feedback with positive, many believe this simply confuses the message. And, of course, you should be giving positive feedback—when earned—early and often.

6. Do Not Lose Control of the Conversation: More than a few well-intentioned managers have found themselves upside down in these conversations. If the participant responds to your opening statement with something such as, “Well, I would have done that if you were a better manager,” do not get defensive and let the conversation turn into an argument over your performance. A reasonable response might be, “John, this conversation is about the behavior I described and the impact it has on our business, not about my performance.”

7. Do Not Be Derailed by Waterworks: Both men and women will cry on occasion, and while uncomfortable, it is often the individual’s way of responding to stress. Be prepared with a tissue. Allow time for them to compose. If needed, take a brief break. You can be empathetic with the situation, just do not let the tears derail your focus on getting to the right resolution.

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8. Promote a Dialog: The best feedback and behavior-focused conversations are discussions, not monologues. The other party will give you openings to create a discussion where appropriate. Probe to confirm understanding and ask for ideas on strengthening or changing the behavior in question. You know it is working when the receiving party offers ideas on his/her own improvements.

9. Remember to Work Towards Your Planned Direction for the Conversation: If the behavior is a skill or knowledge related one, come prepared with ideas for training. If it is coaching to bolster confidence or encourage the individual to take the next step, put on your coaching hat. If the topic is focused on unacceptable behavior, reiterate the business impact of the behavior and offer clear counseling on avoiding this in the future. When dealing with the most difficult topics of performance or behavior, there must be implications for non- compliance.

10. Build an Action Plan Together: Once you have gained clarity on the issue, work together to define the way forward. Agree on a plan of action and set a clear date to follow-up and discuss progress.

The Bottom-Line

Most managers are stalling on conducting what they perceive will be a difficult conversation. The other secret is that most people want feedback and want to improve. In poll after poll in my workshops, individuals overwhelmingly express that they wish their managers would give them more feedback—both constructive and positive. Instead of delaying these performance, career, and business enhancing discussions plan for success and use the process and tips above to help you strengthen your performance with this critical management tool.

HRMN 400 – Week 5 Citations

Bibliography

How Ongoing Performance Management Benefits the Employee and the Business _ Blog.SHRM.org
Tips to Create Successful Performance Appraisal Goals

Tips to Create Successful Performance Appraisal Goals

What a Manager Can Do to Improve Performance Appraisal Goals
Tips for Goals in a Performance Appraisal

Giving Add On Goals Following the Appraisal Meeting
Too Many Goals and Micromanaging
The Lack of Clear Direction and Discouragement
No Differentiation in Importance
Micromanaging the How-To of Achieving the Goal

3 Key Ways to Improve Employee Performance

Set around four to six goals.
Take a serious look at the detail involved in the employee’s goals.
Trust the employee to figure out how to attain the goal.

Final Thoughts on Successful Performance Goal Setting

How to Provide Feedback That Helps Employees Improve

How to Provide Feedback That Helps Employees Improve

Your Feedback Has an Impact When Provided Respectfully and With Care
Provide Feedback That Has an Impact
Here's How You Can Best Provide Feedback

Effective employee feedback is specific, not general.
Useful feedback always focuses on a specific behavior.
The best feedback is sincerely and honestly provided to help.
Successful feedback describes actions or behavior that the individual can do something about.
When possible, feedback that is requested is more powerful.
Provide feedback a recipient might use.
Provide feedback close to the event.
Effective feedback involves what or how something was done, not why.
Check to make sure the other person understood what you communicated by using a feedback loop.
Successful feedback is as consistent as possible.

Tips for Providing the Most Effective Feedback

How to Provide Constructive Feedback to Develop Employee Skills

How to Provide Constructive Feedback to Develop Employee Skills

These Tips Will Help You Help Your Employees Grow
Develop Employee Goals
Regular One-On-One Meetings
Avoid the Feedback Sandwich
Provide Developmental Feedback
Good Feedback Is Important

What Is Performance Feedback_
Performance Development Planning (PDP)

Performance Development Planning (PDP)

You Can Manage Employee Performance by Setting Appropriate Goals
Personal Developmental Goals
Make the Performance Development Planning Meeting Successful
During the Performance Development Planning (PDP) Meeting
Following the Performance Development Planning Meeting

The Bottom Line
ARTICLE SOURCES

3 Reasons Why Performance Development Wins in the Workplace
Handling And Documenting Employee Performance Issues
Performance Improvement Strategies

Performance Improvement Strategies

With Proper Coaching and Planning You Can Help Employees Succeed
Diagnosing Performance Improvement Opportunities and Problems
Performance Improvement Questions

How to Manage an Employee Whose Performance Is a Challenge

How to Manage an Employee Whose Performance Is a Challenge?

You must take a stand and manage the employee's behavior
Here's how to handle this employee
Link Behavior to Job Performance
Solutions for time out and off problems

Use Performance Management

Use Performance Management

Help People Succeed and Improve

Communication_ The Feedback Sandwich _ Blog.SHRM.org
Performance Improvement Plan

Performance Improvement Plan

Performance Improvement Plan Explained
Case Study on Using a Performance Improvement Plan
Performance Improvement Plan Process
Performance Improvement Plan Form

Performance Improvement Plan Form Example (Text Version)

Conclusion

The Look and Feel of Next Generation Performance Management _ SHRM Executive Network Blog
Why Next Generation Performance Management Is the Way of the Future _ SHRM Executive Network Blog
Performance Enhancement_- Diagnosing Performance Problems - Free Article
Help Your Employees Develop Their Strengths—Not Their Weaknesses

Help Your Employees Develop Their Strengths—Not Their Weaknesses

Deliberately Assist Your Employees to Regularly Practice Their Strongest Skills
How HR Managers Can Hone Their Strengths
Why Develop Employee Strengths With Deliberate Practice?

Coaching Tips for HR Professionals

Coaching Tips for HR Professionals

Agreement and Guidelines
The Relationship
Communication
Tailored Learning

Steps to Create a Career Development Plan

Steps to Create a Career Development Plan

A Career Path Is Crucial to Guide Employee Development
Career Development Is Critical for Employee Engagement
Creating a Career Development Plan

Prepare for a Career Development Planning Meeting
Hold the Career Development Planning Meeting

Carrying Out the Plan
Issues to Avoid in Career Development Planning

How to Develop a Balanced Scorecard as a Performance Management Tool

How to Develop a Balanced Scorecard as a Performance Management Tool

You can personalize a balance scorecard to help you achieve your goals
What Is a Balanced Scorecard?
Using a Balanced Scorecard as a Performance Management Tool
Do You Have to Stick to the Traditional Balanced Scorecard?

How Great Managers Motivate Their Employees

How Great Managers Motivate Their Employees

The Manager's Actions Are Most Effective in Encouraging Motivation
Environmental Factors Under the Manager's Control
7 Ways Managers Can Motivate Employees—Today
Management Matters Most in Motivation
You Can Make Their Day: 10 Tips for the Leader about Motivation
It's All About the Managers...Duh!
Leadership Inspires Motivation
The Bottom Line for Motivating Employees: 10 Tips
You Need to Know What Motivation Is—Really
How to Demonstrate Respect at Work
Top 10 Ways to Show Appreciation
Provide Motivational Employee Recognition

Reading_ Goal-Setting Theory _ Introduction to Business
10 Tips to Help You Conduct Difficult Workplace Discussions

10 Tips to Help You Conduct Difficult Workplace Discussions

10 Tips for Improving Your Comfort With Difficult Conversations
The Bottom-Line