The practice of performance review has been around for more than a century. Although the practice didn’t become mainstream until the 1950s, the primary function of performance appraisals was to provide a process for organisations to rate the effectiveness of their employees. The problem is most organisations don’t do them very well. In 1972, legendary organisational behaviour researcher Douglas McGregor published an article in Harvard Business Review titled “An Uneasy Look at Performance Appraisal” in which he outlined the pitfalls of traditional performance review.
Activating optimal motivation is far more than a feel-good proposition for individuals and organisations. It provides a pragmatic and skill-based framework, course of action, and solution to helping shift a workforce that costs organisations an estimated $350 billion annually in lost productivity. Organisations will spend $750,000 to $1 billion to fix a problem whose source many of them do not understand.
Millennials in The Workplace - How do Managers Inspire Them?
The Millennial Generation (born 1981–1995) is 76 million strong, and many managers seem to have great difficulty understanding and inspiring them. And that creates a problem, because they comprise 36 percent of today’s workforce, a percentage that will grow to 46 percent by 2020. Managers who learn how to truly inspire Millennials to contribute their talents to address the many challenges facing organisations today could far outperform their competitors.
Since the inception of Situational Leadership II, we’ve been asked about the validity of our concept of development level. This white paper will provide a deeper understanding of the concept of development level, as well as a recap of the relevant academic research* that supports the four components of development level.
Performance management is a key leadership responsibility. This survey suggests that significant gaps exist between employee expectations and what they are experiencing at work. Left unaddressed, these gaps represent a drain on overall organisational vitality through lowered employee intentions to stay, endorse, and apply discretionary effort as needed.
Online learning allows organisations to provide a consistent, convenient way to educate their employees. In fact, some experts believe that online learning is the way of the future. When designed effectively it can be just as powerful as, if not more powerful than traditional classroom training in addition to saving your organisation time and money. Following a few smart guidelines will enable you to design and deliver effective online learning experiences that meet the needs of learners.
Goal achievement is central to our positive self-concept and self-esteem. In general, MSF works because when individuals see a gap between their feedback ratings and the desired goal, they generally work to reduce the gap as a way of maintaining a positive sense of self-esteem. Individuals have a natural tendency to correct a certain behaviour when they get feedback that doesn’t align with a standard they’ve held for themselves regarding who they want to be versus how they are perceived.
Employees want more meetings with their boss. That’s one of the key findings from a survey conducted by Training magazine and The Ken Blanchard Companies. More than 700 subscribers of Training magazine were polled to learn about their experiences having one-on-one meetings with their managers. Readers were asked what they wanted out of their meetings and how that compared to what was really happening.
Innovations in Learning Design: Learning Experience that Transform
Peak learning experiences have the capacity to transform us, help us to grow, and, ultimately, optimise our lives. In a professional setting, learning gives individuals a chance to accelerate their success and expand beyond their current knowledge and skills. Yet so often those who teach don’t understand how to effectively transfer the knowledge or content in a way that learners can effectively integrate it, utilise it, and sustain it after the learning experience.
A Leadership Imperative for the Oil and Gas Industry
Working in the oil and gas industry is not unlike operating a motor vehicle—inherently but not necessarily dangerous. Many people go entire careers without a lost-time accident or injury while others experience recurring incidents. Each day requires a high level of competence and renewed commitment from each person to masterfully complete tasks that seemingly become routine. The focus on both safety and productivity must be in rigorous alignment with no lack of clarity.
Making The Business Case for Leadership Development
One of the biggest challenges training professionals face when they propose new leadership development initiatives is convincing CEOs of the financial impact of the proposed initiative. Without a clear sense of the positive financial impact, it is easy to dismiss a new proposal as being too disruptive, too expensive, or too time consuming.
Organisations around the world are being forced to change the way they do business. Shrinking budgets, downsized workforces, customers who exhibit totally new buying behaviours and expectations, and employees who may be unclear of what’s happening next are forcing organisations large and small to innovate and find new ways to save–and make–money while rallying their troops for what lies ahead.