Managing People & Organizations
While the format and tone may have changed over the years, the annual review really needs an overhaul.
Performance improvement approaches from the commercial sphere are being adopted in the very different world of international aid support for transitioning societies. The challenges of applying these methodologies to this complex and foreign arena require special consideration for success.
Senior performance technologists often take on real societal challenges, with enormous multilevel needs and minuscule funding. Front-end assessment is conducted under demanding time frames with small teams. Success requires a melding of science and art.
This is the Forward extracted from the book Performance Assessment & Analysis discussing benefits of using the method to target improved performance in institutions.
There is a common misconception in discussions around transparency that all employees should know what others earn. This is unquestionably the wrong thing to do, as a person’s salary should be kept private.
Evaluating results and impact has received a great deal of attention lately, particularly as we move into a VUCA world against the backdrop of the Fourth Industrial Revolution.
In the past, most measurement and evaluation theories and methodologies were extremely complex.
The nature of the associate and workspace is changing and changeable, and this requires us to build the bridges between the current what is and the desired what should be.
In our quest to improve performance and change productivity we are sometimes overwhelmed with the pressure of speed of delivery, speed to market, speed to satisfy clients’ needs, speed to execute to earn credibility and build relationships.