Our Blog

bullying In our blog called Big Performance Data? Small Steps we outline how in the new way of working it’s really hard for an employer to even guess at who is most qualified to give you feedback, and we underpinned the reliability of data coming from continuously collecting feedback. Dr. Tim Baker, in his recent blog states that because the when, where, how, and what of performance reviews are determined primarily by the employer, there is an imbalance of power in the workplace.  How are performance reviews done in your organization?  Who decides when your review will be done and when?  How will it be done: does someone determine what forms are used?

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TimBakerDr. Tim Baker, Management Consultant at Winners at Work, has just published his book entitled “The End of the Performance Review.  A new approach to appraising employee performance.”  A well-timed publication as more and more companies are revamping their traditional performance review processes and looking for alternative ways to appraise performance, based on relevant, vetted big(ger) data on someone’s progression. Dr. Tim Baker proposes in his book that performance appraisals be conducted using a 5 Conversations Framework.  We interviewed Dr. Baker on his book and below you will see the key messages from him:

Maurik: “Give us a teaser about your new book… we’re curious about why the traditional performance review is coming to an end.”

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Hangover Yes, it’s that time of the year again:  annual performance reviews.  Most companies like to get this done around Christmas time so that salaries can be decided for the following year.  This process is often dreaded by both managers and employees and results in a “hangover”.  Let me explain why.

Employees get nervous because they know the annual appraisal feeds into salaries, promotions, job rotations, and bonuses.  As a result the feedback and discussion often don’t feel right as the “salaries game” is played and employees want to have a good evaluation and be considered for salary increases, promotions, and bonuses.

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applause“If you don’t get feedback from your performers and your audience, you’re going to be working in a vacuum.” Sir Peter Maxwell Davies, famous orchestra conductor.

Are you conducting your leadership with earplugs in or are you engaging with your performers and audience?  When you ask for feedback from your team and clients without delay, or give them a compliment, you engage them and make them feel special and respected.  When you don’t ask them for feedback they feel left out and disengaged.

Some years ago I held a presentation about an investment opportunity. At the end of the presentation and Q&A session, I wrapped up, packed up my gear and headed for the bar to do some networking. Continue Reading..

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