In a time when the workforce is increasingly transient, your ability to identify high-performing and high-potential employees—and that of your managers—is critical. And yet, many struggle to distinguish one from the other, negatively impacting their ability to develop and retain top talent. In many organizations, performance is the primary measure of an employee’s value in the organization. Star performers are promoted and rewarded, while diamonds in the rough become disengaged and move on.
Why will some people succeed while others fail? If you have ever participated in a team sport as a youngster you might recall that some players always got to play more than others. These players where often those with the best skills and therefore the coaches preferred them over other less skilled players. As a result, these players would become better and the others had to work harder and often failed to improve in order to catch a spot on the team. This effect could be caused by something called the self-fulfilling prophecy.
A well-known acronym often used in performance management is SMART. But how smart is really SMART. It can in fact be DUMB.
What performance do you as an employer expect from your employees? What is performance? Some performance is objective, the flight arrived on time, did not arrive on time. Others are subjective, behavior and how to handle unmotivated employees. In order to have optimal performance, what factors must be involved? A performance equation can help you understand it.
In Norway there are now thousands of people in the public sector on strike and the parts involved are miles apart. The power of unions in Norway are very strong so they have decided to take people out of work to faster reach an agreement. This is how the Norwegian model work, power is equal. A question came to me when hearing about this, does unions actually improve work in terms of organizational performance and employment practices?