The expectations of the modern workforce do not match what organizations have been offering for decades now. For starters, they do not prefer waiting twelve months to know how they…
Employee performance issues are real and they need careful analysis before managers and leaders jump into giving numbers to these intangible concepts.
Despite so many tools available to change the way ineffective systems of performance management works, there are seldom good things said or experienced about them. Everyone has a performance review once or twice a year, but rarely would anyone go out of their way to mention how positive the whole experience is.
There are so many communication tools that have given rise to new work relationships. These new tools come with the hope and promise of making life easier for employees, provide more intelligent and structured ways of getting work
The term employee engagement isn’t binary. Gallup has divided it into three distinct categories: engaged, not engaged and actively disengaged. Understanding the difference between these is necessary as each kind of employee represents different levels of scope for organizations to tackle disengagement.
If you type “effective performance management” in Google, you will get about 40,90,00,000 results. Whoa! That’s a huge number for this simple keyword.
Last year, Gallup released a report which highlighted alarming statistics on the world facing an employee engagement crisis. Discussions are many and leaders in organizations also understand the importance of employee engagement.
It’s true! There is something seriously cursed about performance management. No matter what you do, it somehow always falls flat. Heaven knows this isn’t because there is a dearth of tools out there.
We have all heard the fact that employees don’t leave companies, they leave managers. Having efficient and understanding managers is a prerequisite for employee retention.
The world is increasingly moving towards a team-based based outlook within organizations, as opposed to focus on individual contributions. Deloitte’s Global Human Capital Trends Report, 2017 had 86 percent of respondents saying that companies are pushing towards a more