Companies increasingly understand the limitations of the traditional annual performance review. Generally speaking, such reviews involve one boss assessing their employees’ progress over the last 12 months — which, depending on how hands-on that manager is, usually doesn’t provide a complete picture of a year’s worth of work.
To provide better feedback for their employees, some organizations have started using 360-degree performance reviews. These reviews include feedback from managers, colleagues, subordinates, and even customers. They also require employees to evaluate their own performance themselves.
While 360-degree performance reviews certainly have their limitations, they also provide companies with a number of benefits. These include:
For years now the headlines have shouted out that young people are not ready for the world of work. A British Chambers of Commerce survey said "young people need more support to make transition from education to work".
The statistics are scary:
88% of businesses think school leavers are unprepared for the workplace. 54% think graduates are not work ready. 76% of the nearly 3,000 UK companies surveyed report a lack of work experience as one of the key reasons young people are unprepared for work. Unfortunately, the Government abolished compulsory work experience back in 2012. 57% said that young people are lacking basic 'soft' skills such as communication and team working.
You can’t touch it, or smell it, or taste it. But you know it’s there.
It’s like a feeling, an energy, something that moves you to act without predetermination or intention.
And no, it’s not your favorite Beatles song, making you tap your foot to the rhythm like a puppet on a string. We’re talking about something far more powerful, and slightly more constructive.
We’re talking, of course, about organizational culture.
Initially sidelined as a ‘wishy-washy HR concept’, organizational culture has earned its recognition as one of the most influential assets an organization can possess today.
A unique, immeasurable combination of the shared intellect, informal habits, attitudes and knowledge that shape how you do business. Like an invisible perfume scenting every team, process, and task.
And because it’s intangible, organizational culture is one of the few assets that are inimitable. Unlike technologies, ideas, and skills, which are frequently copied by the competition, this asset remains unique to the business in which it lives. A key competitive advantage.
You breathe a big sigh of relief. Your company has just gone through a heavy round of layoffs, and you're one of the lucky ones. You still have a job.
Many of your co-workers, however, don't. You and the other survivors watch sadly as they clean out their offices, and walk slowly out of the building, carrying boxes of personal possessions.
Now, the rest of you are experiencing a range of emotions ranging from guilt to relief, anger, and depression. And most of you are anxious and worried – after all, how do you know you won't be next?
If you've had to watch team members lose their jobs, then you know how hard it can be. But coping, and succeeding, in the aftermath can be difficult. There are several impacts, both practical and emotional, that can result from company layoffs.
Every year, China conducts a nationwide college entrance exam for all high school graduates. The exam spans two days and covers Chinese, foreign languages, mathematics, and a student’s choice from one of the humanities (politics, history, geography) or sciences (physics, chemistry, life sciences).
Students are also required to write an essay to demonstrate their critical thinking and analytical capabilities.
In 2016 the national exam board provided a pair of portraits as the essay prompt. Students were asked to write an 800-word essay based on the picture.
What does it take to implement eLearning successfully in a workplace? While there are many elements that go into this, I would point to the one most important element – the eLearning strategy. Here is how to define an effective workplace eLearning strategy.
A 2013 University of Phoenix survey revealed that nearly 7 in 10 American workers have served on dysfunctional teams. Though 95% reported that teams serve an important function in organizations, less than 24% of respondents prefer to work on teams.
Further details reveal common issues in teams:
40% have witnessed a verbal confrontation 15% have seen confrontations turn physical 40% reported a team member blaming another member for problems 32% observed a team member start a rumor about another member Sadly, left to ourselves, we humans don’t always behave well with others. We often give into the temptation to leverage information and power to benefit ourselves, which creates an “I win, you lose” culture.
Organisations are no longer like they were 50 years ago; people are constantly moving around in their careers, and this is set to continue. So whereas training was originally done to people at a time when it was about training people to do a job for life, it is increasingly clear that conventional training practices and approaches are now outdated. Individuals mostly want to learn what they need for their job, as and when they need it – and L&D can’t possibly provide everything everyone needs. What is more people learn in many different ways – not just through organised L&D activities – but everyday, inside and outside the workplace.
Research supports what managers and employees have known for some time: that the annual performance review process is broken. Results from the Brandon Hall Group’s 2015 research survey indicate that, although 88 percent of organisations have a performance management strategy, 71 percent view it as ineffective. Since there is no doubt that organisations need a process for evaluating and improving employee performance, attention must turn to transforming the strategy to address negative perceptions by employees and managers and to more closely align it to changing business needs. Here are five best practices that can help to transform the annual performance review into a dynamic, employee-centered strategy, focused on aligning the entire workforce toward organisational priorities.
Visit any modern office and you’re likely to leave with one word in mind: collaboration. It’s become a vital part of the 21st century workplace, and it’s been influenced by the domination of so-called ‘knowledge workers’. A knowledge worker refers to anyone who spends their working days thinking, problem-solving or handling large amounts of information.
This column is part of Globe Careers’ Leadership Lab series, where executives and experts share their views and advice about leadership and management. Follow us at@Globe_Careers. Find all Leadership Lab stories attgam.ca/leadershiplab.
Via Richard Andrews
One in four adults in the UK are diagnosed with at least one mental health problem each year. This statistic may be surprising, but it has caused organisations to care more about mental health in the workplace.
With stress levels rising amongst UK workers, organisations have a responsibility to look after their staff and this is where integrating an Employee Assistance Programme into an Employee Benefits App can make all the difference.
Toxic staff can wreak havoc in the workplace; causing talent to move elsewhere and generally fostering a culture that makes people not want to come into work.
Not only that, difficult employees can cost the average business more than £9,400 per year, mostly due to loss of co-workers who can no longer tolerate the atmosphere, a recent report from Harvard Business School found.
So, how should co-workers and employers best deal with someone that causes stress?
There was a time when social learning was more of an academic theory reserved for massive textbooks, peer-reviewed journals, and the halls of university psychology departments. Things certainly have changed over the past decade or so. Here is what to expect from social learning in 2017.
"If you were an employee on Henry Ford’s assembly line in Detroit in the 1920s, you received a high degree of training and preparation before you ever set foot in the factory. You learned what your role was, and were given all the tools you needed to accomplish your job from Day One. From then on, your role never changed—you did your part to move a product forward along the assembly line, from the day you began until the day you retired, 40 or 50 years later. Since those days, the business world has transformed .. but the workforce training process hasn’t kept up with the pace of change.”
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