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Employee Reviews: Make Them Helpful…Not Hurtful
The January Skywalk Group HR Training & Round Table covered the controversial topic of employee reviews. Organizations view this necessary human resource task in different ways. Some see it first as a way to leave a paper trail in order to let employees go in a legally defensible way. Others see it as a primary means of communication between employees and management. A few see little value in performance appraisal as a whole, believing it to be an ineffective, liability; a time waster. Is there truth behind this view?
What could be wrong with performance appraisals?
Performance appraisals cause several employee reactions that they shouldn’t (intimidating, de-motivating, and surprising), while failing to create other employee reactions that they should (like inspiring, developing, and opening to communication)! The quality of communication with which an appraisal is introduced, performed, and followed up makes a big difference.
Appraisals should inspire employees, not intimidate them. The results of the review should not be a surprise to employees- they should know what is expected of them, and have continuous quality communication with their supervisor to tell if they are living up to those expectations.
Performance appraisals should help people to develop their work skills, not to de-motivate them, or even make them dread review day.
Giving managers the tools they need to build this type of effective employee communication isn’t always easy. Leadership and development training can be a good first step. Contact us to learn more from the experts at Skywalk Group.
The Importance of Making the Transition to True Leadership
Mindy Seiffert, Training & Development expert for Skywalk Group, lead this month’s HR Roundtable. Her presentation, “Making the Transition: Navigating the Shift from Individual Contributor to Manager” focused on importance and challenges of developing effective leaders and managers in an organization.
Mindy discussed the career transition from a highly productive, well-performing employee to an organizational leader. This transition is very difficult, as the employee must learn how to contribute through others rather than through his/her own individual contributions. Navigating through this transition is critical, however, as research shows managers who only make a partial transition contribute less to the organization than a new hire does.
Employees who make the transition become effective leaders, contributing significantly more to the organization through others than they did as an individual. According to research, effective leaders return a lower than average turnover, higher customer satisfaction, and higher net income for their company than their low-to-mid level counterparts.
If these results can be expected, it is beneficial for an organization to help its managers become effective leaders. An employer can help this transition by:
• Placing career development into the hands of the individual.
• Helping individuals understand the descriptive nature of the four stages and how it translates into expectations.
• Training and educating new and prospective managers.
• Holding managers and supervisors accountable for contributing in a stage 3 way.
• Identifying key leadership competencies and promote accordingly. Remember – contribution before promotion!
If you or other managers in your organization need to develop or enhance their leadership skills, sign up now for the next Leadership and Development Public Workshop.
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