Archive for category: Performance Management

Using effective reflection to improve your performance

Using effective reflection to improve your performance

Deliberately reviewing personal performance – on a regular basis – and reflecting on things that went well and should be repeated, things that should not be repeated and things that should be done differently in future is an established method of improving performance. This blog uses Steven Covey’s approach to segment important and urgent activities and provides a practical example of using reflection across a week of business and sporting activity.

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Replace annual performance reviews with Business Simulation

Replace annual performance reviews with Business Simulation

Increasingly aired doubts over the effectiveness of annual performance appraisals and the evolution of business simulations software leads me to a perspective that enterprises have new avenues to align individual discretionary behaviour and enterprise needs.

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Aligning individual contribution with the strategic needs of the Enterprise.

Aligning individual contribution with the strategic needs of the Enterprise.

The recent announcements that annual appraisals will no longer form part of the performance management processes at Accenture and Deloitte came as a surprise to some. GE’s decision to end forced rankings, another stalwart of traditional HR practice, similarly shocked some. This blog outlines five reasons for giving consideration to extending the sunset of annual performance appraisals to your enterprise and a number of practical steps for an alternative to annual appraisals.

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Raising Strategic Agility

Raising Strategic Agility

Strattomics: Climbing to your next business Peak without attending Business School – Raising Agility, promotes broader thinking about the future of an enterprise S curves are used to identify the “As Is” in terms of its position on the growth journey & the distinctiveness of its capabilities. External factors such as Buyers, sellers, new entrants, the threat of substitute products, the impact of complementary products, regulation and overall competitive rivalry are consider before the 7S is used to help broaden thinking about the overall enterprise (with a particular focus on values.) As a means of reducing the risk of “unintended consequences” the use of the “future wheel” technique is recommended. The agility discussion closes with consideration of adaptive planning and rolling forecasts as means of preventing the planning process becoming a barrier to change.

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Purpose: A foundation for effective innovation

Purpose: A foundation for effective innovation

A purpose statement is a valuable complement to traditional vision, mission and values statements – particularly were there is a transparent link to individual goals, objectives, initiatives and targets AND where it is used to help educate people on the business. Individuals with a strong sense of purpose, that is aligned with the enterprise, are well positioned to contribute innovations to both continuous improvement and new offerings.

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Re-energising a focus on values based Leadership – 2014 New Year Blog

Re-energising a focus on values based Leadership – 2014 New Year Blog

The World Economic Forum 2014 outlook highlights “A lack of values in leadership” as one of the top 10 opportunities / challenges for the next 18 months. This Blog argues for a holistic “values-driven” approach that cascades from Mission and Values through vision, goals, objectives, to initiatives, measures and targets sets a foundation for effectiveness – by transparently linking the efforts you need from your employees and stakeholders to the strategic imperatives of the enterprise.

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Raising Employee Commitment – The Business Case & Practical Actions for improving the engagement of your people

Raising Employee Commitment – The Business Case & Practical Actions for improving the engagement of your people

The Business Case for actions to improve employee commitment, engagement and discretionary behaviour is strong. This Blog includes 5 dimensions that can be used to help understand your employees and their contribution and create a foundation for tuning interventions to optimise their effectiveness.

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The Virtuous circle – development, engagement, succession & enterprise value

The Virtuous circle – development, engagement, succession & enterprise value

  Sometimes when I look up at the peaks above, I reflect on the extra ordinary commitment shown by the individuals who climbed these peaks for the first time as well as the strategies, processes and technologies people used. Dan Ariely – a Behavioral economist – uses the climbing analogy […]

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Performance Management

Performance Management

The 20th anniversary of the Balanced Scorecard (Introduced in the 1992 Harvard Business Review article by Dr Robert Kaplan and Dr David Norton), hearing some interesting perspectives on regulation / innovation at a Long Finance Conference and seeing Bono’s Factivism (evidence-based activist) 15 minute TED presentation have reignited my focus on […]

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Global and Local Agility without Hubris

Global and Local Agility without Hubris

In the last week I have been provoked to think about two dimensions of enterprise performance: Encouraging enterprise ambition while limiting the risks from Hubris amongst the leaders The balance between acting globally and being locally agile The Economist Article “Davos Man and his defects” comments on the spread of […]

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