Posts Tagged ‘giving feedback’

Tying Feedback to Performance Objectives

Michael Gallagher, .

targetWhen a company hires me as a consultant, I ask to see their performance review plan. If there is no plan in place, then this is where my work with the organization begins. A performance review plan must be tied to performance objectives. In other words, if there are no clear performance objectives, then there is nothing to which to tie your employee performance review. The employee, in dialogue with the manager, should direct their activities to these predetermined and mutually agreed upon set of objectives. You cannot evaluate employee performance without a clear link to the objectives of the organization.

Performance objectives evolve from the initial job description. For example, an account manager or a sales manager may have similar generic objectives including familiarity with client needs, communication with the client, delivery of services/products and customer satisfaction.

Employee Recognition: How Much Is Too Much?

Michael Gallagher, .

handsRecognizing the efforts of employees is a key component of keeping them engaged. Positive recognition is an indicator of a positive and collaborative organizational culture. Leaders need to ensure they are recognizing not only the employee but also their work and their opinion. The most important part of recognition is that it be sincere, specific and directed towards the individual rather than a group or team.

Human Capital Management: Have You Forgotten Something?

Michael Gallagher, .

people in an office environmentMany business owners neglect one of the most important components of leadership; employee engagement. There are 4 steps in the business growth process: plan, train, engage and impact. The third piece – engagement – is the one that some companies seem to miss. They may do all the other people tasks such as providing position descriptions, outlining performance objectives and developing performance management programs, but by overlooking this critical element of leadership, a huge gap is created in the forward momentum of their business. It doesn’t matter what the leadership role; it’s about how the leader responds to and engages with their employees. Managing people is the critical element; it is the part that makes businesses work.

Engage or Pay the Price: Disengagement Can Be Costly

Michael Gallagher, .

Turnover graphicOften what appears as engagement may in fact be hiding a lack of critical skills in another area. Recently, I was invited to be a coach in a company where a senior manager seemed to be making great progress. Upon looking deeper into his behaviour, it was discovered that his communication skills were lacking. He seemed to be good at giving direction, but because there was no follow through conversations, there was really little communication between the manager and his staff. The appearance of engagement hid the reality of disengagement from his employees.

The symptoms of disengagement are sometimes hard to diagnose. The following are three key indicators that staff are really not committed to a manger/supervisor and that the issue may clearly be a case of ineffective management.