Create helpful evaluations to share with your employees as part of your annual review process. Write the evaluation before you meet with the employee. Decide if you need to update it based on the review conversation. Once you have edited the evaluation provide a copy to the employee.Read more →
Monthly feedback and reflection is a great way to make sure everybody’s on track. After setting SMART goals, ‘continual performance feedback’ is the best way to make sure your team can achieve their goals. Continual performance feedback can happen in many ways, but monthly in the form of self-review is one of the best.
This case study is from a client who had given up on goals altogether. We introduced SMART goals, and to reinforce them, added monthly feedback. It made all the difference for his team.Read more →
In 2015, some very large companies announced they weren’t going to do end-of-year reviews any more. One small company decided these headlines were the excuse they needed to stop doing end-of-year reviews. A couple of years later, when I started working with them, the impact of their decision was being felt.
They use SMART goals and they check-in with their team several times a year, both of which are great. The challenge they had when I stated working with them was trying to raise the bar overall. That’s what I’ll share with you in this article.Read more →
How do you find out if someone has experience that demonstrates they have the attributes you are looking for? In a previous article we discussed identifying the attributes that are most important for a particular role in your company. Knowing what you are looking for is the first step in finding the right person to hire. Once you’ve done that, how do you find out if the candidate has the attributes you are looking for? The best way to find out is to ask, but there are different ways to ask a question. You want to elicit open, honest answers that will help you decide if this candidate will fit in your company.Read more →
When you have a shortlist of promising candidates to bring in for an in-person interview, make sure you conduct a productive interview. Your goal is to find out if they have the attributes you need, whilst letting them find out more about the job and company.
I have often talked to clients about power. Making sure they realize they hold the power in an interview. That means not giving up questioning until you find out what you want to know. But power is tricky. It’s not something to wield in a way that makes the interview an unpleasant experience for the candidate.Read more →
Goals should not be set in stone and you should update goals whenever required. If something changes that impacts a goal, don’t forget to update the goal to make sure it is still relevant. Periodically check that all the goals your team are working towards are the right ones to help move your business forwards. If they need updating, then update them. If they are no longer relevant at all, drop them and write new relevant SMART goals. Blindly working towards a goal that is not relevant to the team member or the business is not helpful to anyone.Read more →
When it’s time to recruit, how do you create your job adverts? Do you take the job description and use that to advertise? Well you could – but it’s not very sexy. It’s a factual, but somewhat dry document that’s a great starting point for getting your thoughts in order and to use as the basis for performance management. It’s not likely to grab someone and say “This is the job I want!”
Job adverts need to tell a prospective candidate what the benefits of joining your company are over a similar company, as well as tell them what the job involves. They need to engage the perfect candidates so they apply for your job. If they don’t apply, you won’t know they exist, so you certainly won’t be able to hire them.Read more →
Three of your employees have quit in the past few months. One you’re really sorry to see go, one’s resignation was a big surprise, and to be honest you’re not really sorry to see the last one go. You don’t see any correlation behind why they have all left; that’s just life. So you plough on, spend time and money hiring replacements and things carry on as before.
What if the reason they all left was ultimately the same? What if you could have addressed the issue if you’d known about it? That would surely be worth your time and money. Exit interviews are a great way to unearth trends that might otherwise go unnoticed.Read more →
Once you’ve been through your recruitment process and have interviewed several candidates, how do you decide who to hire? Maybe you’ve asked about four attributes and the candidates you’ve interviewed have different strengths in the four areas. How do you decide who is best overall? How do you make sure you’re fair and objective?Read more →
Avoiding conversations is a sure sign you’re avoiding one or more ‘difficult conversations’. Difficult conversations need to be dealt with, not ignored or avoided. Being able to handle any level of difficult conversations is part of managing people. It’s likely to come up in performance management in particular. So if you find yourself avoiding holding a conversation, don’t brush it under the carpet. Face it head on.
When I work with clients on the topic of handling difficult conversations, I typically ask them to use a real example as we work through the process. They often say they don’t have a real example because their team works well. We soon find that actually they do have a real example. We identify it because it’s a conversation they’re avoiding.Read more →