Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism, delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have a strong relationship with their employees, and Kim Scott Malone has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give actionable lessons to the reader, Radical Candor shows how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people both love their work, their colleagues and are motivated to strive to ever greater success.
Here are the tools to build a genuinely proactive performance management program. Fully updated with all-new case studies from major companies, the second edition will help managers and HR professionals: Start a program designed to get maximum results Understand job requirements and set standards Use coaching to maximise performance Conduct more efficient and effective appraisal interviews Create performance improvement plans that really work
Do you supervise people? If so, this book is for you. One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don’t bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: • How do I set goals effectively? How many goals should someone set? • How do I evaluate a person’s behaviors? Which counts more, behaviors or results? • How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee? • How do I tell someone she’s not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It’s the one book you need to excel at this daunting yet critical task.
New, and experienced managers alike, typically repeat behaviors they observed or were subjected to when they were employees, which perpetuates unhealthy and unproductive management methods. The Management and Employee Development Review: Competitive Advantage through Transformative Teamwork and Evolved Mindsets combines accepted psychological theory with practical business reality to help managers get the very best out of themselves, their employees and teams. The central objective of a great leader and manager of people is to touch your employees at their core so they see and believe in your vision as fervently as you. To achieve this higher state, one must climb inside the mind of their employees and tap into their intrinsic motivation. Employees who are intrinsically motivated are more likely to engage in the task willingly as well as work to improve their skills, which will increase their capabilities. Employees are likely to be intrinsically motivated if they: Attribute their results to factors under their control, also known as autonomy Believe they have the skills to be effective agents in reaching their desired goals, also known as self-efficacy beliefs Are interested in mastering a topic, not just in achieving it for some outside force This book reiterates that organizations are only as good as the people within it, and these people must be hired, trained, coached, and promoted in the right way, with focused intent, so the organization can learn, improve, and grow. This book provides a step-by-step game plan to help organizations develop employees with an eye toward sustained excellence. If employed correctly, the principles in this book will transform not only your business but you as well.
Are your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding—and falling short—is a pivotal part of ensuring you have the right talent to meet organizational objectives. In order to work with your people and effectively monitor their progress, you need a system in place. The HBR Guide to Performance Management provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization. You'll learn to: Set clear employee goals that align with company objectives Monitor progress and check in regularly Close performance gaps Understand when to use performance analytics Create opportunities for growth, tailored to the individual Overcome and avoid burnout on your team Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
It has been estimated that 70 percent of employee development takes place through informal learning, rather than through formal learning events. Employee Development on a Shoestring offers insights and lessons for leveraging non-training activities for on-the-job employee development. This hands-on resource delivers specific implementation techniques for developing motivated, engaged employees in today’s “do more with less” business environment. A handy toolkit for any employee developer, this book provides templates and detailed guidelines to help busy managers develop their workforce in a way that is tailored to each employee’s strengths, development needs, and constraints without breaking the bank. Employee Development on a Shoestring provides general employee development best practices as well as in-depth descriptions of the how-to specifics of 11 different employee development methods, including: -Step-by-step guidance for initial goal-setting and preparation for effective development planning for every employee and development method. -Templates, worksheets, checklists, and guidelines to make your employee development efforts effective and sustainable. -A modular, customized approach to developing employees by tailoring the development method to each employee’s unique needs and each organization’s budget and constraints. -Ways to capitalize on development ideas that are easy to implement immediately and cheaply such as self-directed learning, volunteering, sabbaticals and mentoring. -The hidden value of job rotation, stretch assignments, and special teams for addressing your employees’ development needs while enhancing organizational results. -The benefits of peer teaching and how to turn development into fun games and contests. -Tools and techniques for developing employees by letting them turn stories from the frontlines into digital content for everyone’s benefit and why developing “innovation zones” within your organization may bring huge learning and development rewards. -An examination of social learning and the use of multiple collaborative online tools for real time, on-the-job employee development. Employee Development on a Shoestring is a comprehensive tutorial for all managers, supervisors, trainers, human resources (HR) personnel, coaches, and other professionals who are involved in developing employee competence efficiently and cost-effectively.
Organizations of all sizes face the challenge of accurately and fairly evaluating performance in the workplace. Performance Appraisal and Management distills the best available research and translates those findings into practical, concrete strategies. This text explores common obstacles and why certain performance appraisal methods often fail. Using a strategic, evidence-based approach, the authors outline best practices for avoiding common pitfalls and help organizations achieve their maximum potential. Cases, exercises, and spotlight boxes on timely issues like cyberbullying in the workplace and appraising team performance provides readers with opportunities to hone their critical thinking and decision-making skills.
As performance management becomes better integrated into businesses, attitudes and approaches to it are evolving. Through case studies and detailed practice examples from leading international organizations, this text addresses the increasing demand for managers in all sectors to manage and measure staff performance.
There is no HR-related topic more popular in the business press than performance management (PM). There has been an explosion in writing on this topic in the past 5 years, condemning it as a failure and calling for fundamental change. The vast majority of organizations use the same basic process which I call “Last Generation Performance Management” or PM 1.0 for short. Despite widespread agreement that PM 1.0 is failing, few companies have abandoned it or made fundamental changes to it. While everyone agrees it is broken, few agree on how to fix it. Companies continue to tinker with their systems, making incremental changes every few years with no lasting improvement in effectiveness. Employees continue to achieve amazing things in organizations every day, despite this process not because of it. Nothing has worked because organizations, business leaders and HR professionals focus on PM practices instead of the fundamental purpose of PM and the paradigms, assumptions, and beliefs that underlie the practices. Companies ask their performance management process to do too many things and it fails at all of them as a result. At the foundation of PM 1.0 practices is the ideology of a meritocracy and paradigms rooted in standard economic and psychological theories. While these theories were adequate explanations for motivation and behavior in the 19th and 20th centuries, they fail to account for the increasingly complex nature of organizations and their environments today. Despite the ineffectiveness of PM 1.0, there are powerful forces holding it in place. Information on rigorous, evidence-based recommendations is crowded out by benchmarking information, case studies of high-profile companies, and other propaganda coming from HR think tanks and consultants. Business leaders and HR professionals learn about common practices not effective practices. This book confronts the traditional dogma, paradigms, and practices of PM 1.0 and holds them up to the bright light of scientific scrutiny. It encourages HR professionals and business leaders to abandon PM 1.0 and it offers up a more appropriate purpose for PM, alternative paradigms to guide them and practical solutions that are better supported by scientific research, referred to as “Next Generation Performance Management” or PM 2.0 for short.
