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Talent and Performance Development
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Scooped by Deb Nystrom, REVELN
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Why Are We Managers So Poor at Feedback? It’s Like Trying to Explain How to Use a Towel to a Fish

Why Are We Managers So Poor at Feedback?  It’s Like Trying to Explain How to Use a Towel to a Fish | Talent and Performance Development | Scoop.it

Is the manager’s most important job to give feedback to employees? ....Study after study point to managers who are poor at giving feedback as the major reason why performance appraisals fail.


Excerpts:

"...most managers are so poor at it which means the feedback is infrequent, poorly timed, of poor quality, or all three."

Sibson Consulting reports that HR professionals are frustrated because managers don’t give constructive feedback and 58% of HR professionals give their number one feedback tool, the annual performance review, a C grade or below. 


Study after study point to managers who are poor at giving feedback as the major reason why performance appraisals fail.


...[The] ..four big reasons (barriers) why feedback is poorly done now:


  • …what managers call feedback is not feedback at all. It is criticism. Feedback is data from a process that is used for learning.
    
  • Second, current HR polices require managers to give the feedback. Why not give employees the ability and autonomy to collect their own data? ... Why not provide autonomy and trust to employees instead?
    
  • Third, the work environment most often discourages open and honest feedback. …How can managers give feedback to something they can’t see?
    
  • Fourth, most managers intuitively know….Attempting to provide feedback on the behaviors of employees without studying the entire system (the context) is like trying to explain how to use a towel to a fish.
   
Related posts by Deb:
      
Curing ONE of the Seven Deadly Diseases of Management, Performance Appraisals

       

From Chaos to Creative Performance Development in a VUCA World (One that is Volatile, Uncertain, Chaotic and Ambiguous) - Slideshare

        


photo:  by deepwarren Flickr cc 


Deb Nystrom, REVELN's insight:

This helpful article points to the systemic source of problems in performance appraisals and feedback.  It also implies that data and business intelligence have a bigger role that managers could help happen.  

Getting data in the hands of those who could best use it for, direct, untainted, well-timed feedback relieves managers of a burdensome, low-value task and empowers them to direct data tools to where they can do the most good.  ~  Deb

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Scooped by Deb Nystrom, REVELN
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The SILOS: Integrated Talent Management, What Is It and Why Should You Want It?

The SILOS:  Integrated Talent Management, What Is It and Why Should You Want It? | Talent and Performance Development | Scoop.it

"Start with three (3) well-intended but ineffective scenarios of siloed talent management.  Add in, organizations are still struggling to understand what integrated talent management is."


Elements 

  • Talent Management Processes Are Aligned to the Talent Strategy
  • Talent Management Processes Share Inputs and Outputs 
  • Competency Model as a Common Language
  • Technology Enablement for Talent Management
  • Change Management as a Foundation

Deb Nystrom, REVELN's insight:

Integrated lessons being learned here:  Do-able?   Any take-aways for smaller organization looking to avoid performance and talent snafus in building their systems? ~  Deb

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Maya Mathias's curator insight, June 8, 2013 8:00 PM

If talent management is silo-ed, no wonder our workflow and throughput is too.  Organizations need to speak the same talent management language, and align their hiring/training/rewarding/firing goals with overall corporate strategy.  If a big organization like GE can do it (based on popular literature), there's no excuse for the rest of us!

Deb Nystrom, REVELN's comment, August 5, 2013 12:18 AM
Getting the language clear (well-defined, accessible) helps a great deal, as well as seeing who is doing it well. Thanks for the comment Maya