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Nope, That Is Not What It Means: Performance Management
In the second installment of this month’s ‘Nope, That Is Not What It Means’ series, where each week Michelle, Maria and Keith clarify the meaning and implementation of frequently used organizational terms, they turn their attention to ‘performance management’. Often misrepresented in business, this term requires a great deal of attention if organizations are going to grow and develop an employee population, and that is precisely why the REL Talent team shines a spotlight on it today.
The team begins by looking at the ways leaders are currently using the term ‘performance management’, what it actually means, the annual performance process, and the need to consistently track both positive and negative aspects of performance. They also explore the reasons why so many leaders find this area difficult, some ideas and resources to help them, and the contrast between the concepts of growing and fixing when it comes to coaching. Today’s instructive episode offers even further evidence of the vast amount of expertise to be found within the REL Talent team, and the value of having them as partners in growing and developing your organization.
The Finer Details of This Episode:
Quotes:
“It’s almost a given that the term ‘performance management’ somehow is the same thing as ‘disciplinary action’…’managing people out’.
“I think organizations really get this wrong.”
“Your job is to help people do shit right.”
“It’s not even done well in a lot of HR departments.”
“It’s laughable to imagine that any leader, even if they only have a small team, is able to accurately assess the performance of an employee over the course of a year when they’re only thinking about it once a year.”
“Management and leadership don’t have a ton of complementary skill sets – they are different.”
“Most leaders adapt one skillset.”
“Coaching is always about growth.”
“Depending on where they fall in the leadership cycle, you’ve got to look at what their need is.”
“Ask for resources if you’re struggling, because we can get you some.”
“The goal is to get the touchdown with the team.”
“I’m growing them to the next level, I’m not fixing what’s broken.”
Show Links:
REL Talent: HR Consulting
Why Employees Don't Do What They're Supposed To and What You Can Do About It
View all episodes
By Maria Rodriguez, Michelle Elder and Keith Leonard
4.8
1414 ratings
In the second installment of this month’s ‘Nope, That Is Not What It Means’ series, where each week Michelle, Maria and Keith clarify the meaning and implementation of frequently used organizational terms, they turn their attention to ‘performance management’. Often misrepresented in business, this term requires a great deal of attention if organizations are going to grow and develop an employee population, and that is precisely why the REL Talent team shines a spotlight on it today.
The team begins by looking at the ways leaders are currently using the term ‘performance management’, what it actually means, the annual performance process, and the need to consistently track both positive and negative aspects of performance. They also explore the reasons why so many leaders find this area difficult, some ideas and resources to help them, and the contrast between the concepts of growing and fixing when it comes to coaching. Today’s instructive episode offers even further evidence of the vast amount of expertise to be found within the REL Talent team, and the value of having them as partners in growing and developing your organization.
The Finer Details of This Episode:
Quotes:
“It’s almost a given that the term ‘performance management’ somehow is the same thing as ‘disciplinary action’…’managing people out’.
“I think organizations really get this wrong.”
“Your job is to help people do shit right.”
“It’s not even done well in a lot of HR departments.”
“It’s laughable to imagine that any leader, even if they only have a small team, is able to accurately assess the performance of an employee over the course of a year when they’re only thinking about it once a year.”
“Management and leadership don’t have a ton of complementary skill sets – they are different.”
“Most leaders adapt one skillset.”
“Coaching is always about growth.”
“Depending on where they fall in the leadership cycle, you’ve got to look at what their need is.”
“Ask for resources if you’re struggling, because we can get you some.”
“The goal is to get the touchdown with the team.”
“I’m growing them to the next level, I’m not fixing what’s broken.”
Show Links:
REL Talent: HR Consulting
Why Employees Don't Do What They're Supposed To and What You Can Do About It