According the CIPD’s latest HR Outlook survey, employees tend to see their leaders as competent when it comes to technical, financial and operational matters but not so much in terms of people and performance management. In fact, 46% see performance management as one of the top five leadership behaviours needed over the next three years. So, that begs the question for all of us: do we need to be better at managing performance? Why bother with performance management?
Sometimes the art of performance management (and the true test for the manager) lies in dealing with an employee who isn’t performing i.e. they’re not doing their job. Now, that message could be delivered simply and without concern for feelings in what used to be called, for some reason, a ‘parental’ style of management (harsh parenting!) But the ‘art’ is in delivering a message that the receiver won’t want to hear in such a way that they not only hear, and understand it, but are motivated to act on it. Keep your calm The technique and process for giving
Orwell’s ‘1984’ is heading for bestseller status 68 years after publication; on both sides of the Atlantic, politicians and the media are disseminating alternate facts and ‘fake news’ and Brexit is raising alarms about the skills of the UK workforce (if it’s not going to be so easy to import skilled workers, we better see about training our own, etc.). In such confusing times, language becomes more important than ever: we need to understand what is really being said. The apprenticeship levy It feels as if apprenticeships or something
How we deal with (and work with, and provide services to) people different to ourselves is a topic that springs in and out of the headlines, depending on what’s going on in the world. No surprise then, that articles about anti-Muslim prejudice appear in the wake of