If you really want to make a disconnect between performance management and your staff then here are three must haves for your team's job descriptions: 1.The old ones are the good ones Why go to the bother of updating perfectly good JD’s? If you’ve an old one that’s been faithful in the past, then save yourself the effort and issue it again.
In my previous two blogs, I articulated rule 1 of crappy performance management: Don’t tell anyone about the vision and rule 2: Never attempt to motivate staff as it will merely be seen as patronising. In this final instalment of the trilogy, the hero of crappy performance management wins the day as we trace the steps of the 3rd most importantrule when designing a ‘damp squib’ performance management system.
In my previous iThink article I articulated rule 1 of crappy performance management: Don’t tell anyone about the vision. In this blog post we step up a gear and think about the 2nd most important rule when designing a ‘wet lettuce’ performance management mindset.
It’s a rule well rehearsed in many organisations but if you are not quite there with it yet, here are some guidelines: 1. Make sure it’s over complex: Try to use as much jargon and technobabble as humanly possible 2. Be as boring as possible: A verbal picture is worth a thousand words, so never use metaphor, analogy or example 3.
I guess many companies have survived over many years without what we've started to call a 'learning culture' but without doubt, it's a major benefit in modern business. When Kaplan & Norton first published their 'balanced score card' method in the mid 1990's, it was interesting to note their attention to learning.
Whether you are looking for a training provider for the first time or looking to replace an existing supplier with an new one, there are a number of things that are important to keep in mind. We’ve summarised some key thoughts to help you select the perfect relationship that will deliver great learning experiences for years to come.
The way we work continues to change. Technology is making us increasingly mobile, where we work is more flexible, the expected is superseded by the unexpected, planning is shorter and what may happen next year is often a mystery. With this backdrop, some organisations are finding their staff are increasingly frustrated with the annual round of performance management.
Are business serious about 70:20:10 development? Or is it becoming a lazy way of reducing budgets while expecting already over stretched staff to take on increased responsibility for their own learning? 70:20:10 Development models seem to be gaining an increasing number of supporters in HR and L&D departments.
Formal learning is a bit like a bus. The learner gets on and the driver takes them on a journey from A to B. Informal learning is like a bike, the learner gets on and chooses where, when and how fast they make their journey. Some people suggest that formal learning is dead and informal learning will take over but informal learning is not superior to formal.
In a previous blog called How We Learn, we discussed 3 common learning theories and considered how they may be used to develop a blended programme. This blog looks at another three theories that can be used to create an effective blended learning programme in our organisations.
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I'm Bob Bannister, owner, and trainer at iManage Performance, the specialists in training for remote workers and managers with over 20 years of experience in this sector.
As the UK has rapidly shifted towards working from home, this challenges the norms in which we work and manage We can help to fast track your remote management or team skills. Speak to us about our training options today.
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