Ten Top Performance Management Tips

Written by Martin Haworth

Sadly, Performance Management has got itself a bad reputation. Dreaded by those onrepparttar receiving end and considered an unproductive chore byrepparttar 119404 manager,repparttar 119405 value and benefits have been lost. But there is another way and here are Ten Tips to help.

  1. Talk to Your People Often

    By building a great relationship with your people you will bring trust, honesty and information. This gives you a head start in Performance Management of your people.

  2. Build Feedback In

    Onrepparttar 119406 job two-way feedback processes gets rid ofrepparttar 119407 nasty surprises that gives Performance Management such a bad name. By building it in as a natural activity, you takerepparttar 119408 edge away.

  3. Be Honest

    By being frank and honest, whichrepparttar 119409 preparation work in building a great relationship has afforded you, both parties treat each other with respect and see each other as working for everyone’s benefit.

  4. Notice Great Performance

    When you see good stuff, shout about it! Let people know. Celebrate successes and filter this into formal processes.

  5. Have a System

    Performance Management is a process and needs some formality - especially for good personnel practice and record. This need not be complicated, but it needs to be organised and have timescales.

  6. Keep it Simple

    But do keep it simple. If you have a relationship with your people that is strong anyway, you already know what they are about. Formal discussions can be friendly and simple, with formality kept to a minimum.

  7. Be Very Positive


Written by Michael Mercer, Ph.D.

Here is a true story. My dentist did a “clinical” evaluation of my teeth. That is his fancy way to say he looked in my mouth and starred at my teeth with his own two eyes. He found no cavities in his “clinical” evaluation. I felt happy and relieved!

But then he took a quick x-ray. Lo-&-behold,repparttar x-ray immediately spotted a cavity hiding under one of my fillings!!

In other words, what you see is not always all you get!!! An objective x-ray found a lot more important information than a highly trained eye.

Likewise, some applicants come across fine in a job interview. But, they then proceed to flop after you put them onrepparttar 119403 payroll. In fact, huge amounts of research prove most interviewers do poorly at predicting how an applicant will do, if hired.

So, it is crucial for a manager to use special “x-rays” to spot potential trouble lurking within an applicant – and also uncover skills and talents that will prove beneficial on-the-job. Here are five superb “x-ray” methods you can use immediately to help you hire high-achievers – and stay away from underachievers.

1. Pre-Employment Tests Research shows that customized tests arerepparttar 119404 best way to accurately predict on-the-job performance. You can use three types of tests: A. Behavior tests – to evaluate interpersonal skills, personality, and motivations B. Abilities tests – to predict brainpower in problem-solving, vocabulary, arithmetic, grammar, and handling small details C. Character tests – to detect a “bad apple” who has a bad work ethic or might steal

Tests can be given in paper-&-pencil test booklets or onrepparttar 119405 Internet. Importantly, only use tests designed for pre-employment assessments. Customize tests you use by doing a “benchmarking study” to find out how your highly productive, low-turnover employees typically score. Then, you quickly can compare applicants’ test scores against scores of your most productive employees. Of course, you can show preference for applicants who score like your winners.

2. Remember One Truism When I deliver my speech or seminar on Hirerepparttar 119406 Best -- & Avoidrepparttar 119407 Rest™, I always point out: Whatever behavior you see fromrepparttar 119408 applicant duringrepparttar 119409 screening process is likely to berepparttar 119410 very best behavior you ever will see from that person! You surely witnessed this truism.

Let’s say you want to hire a high-energy person. Candidate A stays very high-energy during your entire screening process, including all in-depth interviews. Candidate B starts interviews high-energy (a good sign) but then acts increasingly drained asrepparttar 119411 interviews go on (a bad sign). Candidate A is much more likely to be high-energy on-the-job than Candidate B. Do not expect Candidate B to suddenly explode with energy if you hire that person.

3. Referrals from Your Best Employees Winners hang around with winners. Losers hang around with losers. Your best employees probably hang around with high-achievers. Ask those employees to refer applicants.

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