Healthcare performance improvement and healthcare performance management are intertwined and require a holistic approach to setting the right targets and accountabilities. The complexity of all the things healthcare teams need to be good at makes this a daunting task when going it alone. Hospitals need to excel in these primary areas: Continue reading Healthcare Performance Improvement – What’s the Target?
In the previous Talent Management Blogs, we defined Talent Management as a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. Hypothetically,we have created the job requirements, determined that we need someone to fill a role, recruited and hired a great new employee and provided the training required to be successful in their new role. So now your “new employee” isn’t so new (+6 months) and you want to ensure Continue reading Talent Management – Performance Optimization – 6th in a Series
An interesting question… Neither Wikipedia nor Dictionary.com has a definition for “Performance Management,” but Google it, and you get 124 million results! Many companies are in the same boat.
What is all this hype about Management vs. Leadership? Everyday we are bombarded with information on the differences between them, the benefit of one over the other and the necessity to be great at both. Everyone wants to be known as the “great leader,” but does anyone want to be known as a great manager and what happens if you drop the management ball?
A very interesting read on recent research that indicates that we, as senior leaders, really do need to reconsider how we provide feedback to our employees: vis a vis, something different than yearly static employee evaluations.
If you wanted any more evidence that traditional performance appraisal methods are (at best) counter-productive, then new research Continue reading Employee Evaluations: Recent research further proves their ineffectiveness
Many companies are thinking about Performance Management as a business strategy rather than a tactical business process. As we have spoken to senior executives around the United States, we have found that their perception ranges from doing better with employee evaluations to managing financial data to a company wide focus on managing performance. We have found Continue reading Performance Management As A Business Strategy
Group50 has introduced a new cost effective cloud based performance management and strategic execution tool called Cascade. This system provides clients with the ability to achieve higher levels of employee engagement, monitor key strategy implementation, focus on cultural and performance objectives throughout the organization and institutionalize winning behaviors throughout their company.
Companies who have implemented Cascade have seen significant improvement in their operating performance at all levels.
Read more about utilizing Cascade for:
About Group50® specializes in the development and implementation of manufacturing and supply chain strategies. The Group50 team are all former executives with well-known manufacturing and distribution companies who understand what it takes to put together and manage the implementation of a successful strategic plan. Group50 has designed a series of strategic assessments, workshops and strategic execution tools that eliminate the existence of Anti-StrategyTM. You can reach us at (909) 949-9083, request more information here or send a note to info@group50.com.
For most employees, the yearly ritual of sitting across the table from their boss and receiving feedback on their prior year’s performance is completed. According to a study done by Leadership IQ, only 13% of managers and employees feel that year end reviews have a positive impact on them and only 6% of CEOs thought the performance reviews their organization used were effective. They believe that evaluations don’t impact strategic execution.
So, given these dismal statistics, why do organizations continue to spend so much precious energy and time utilizing a system that is at best distasteful and at worst a waste of corporate resources and good will?
The answer isn’t all that complex. It is what we have been taught to do during our careers and, given the lack of an acceptable alternative, something we continue doing. After all, we must do something to tell our employees how they are performing. Yearly evaluations have become a “check the box” ritual.
This ritual can be retooled into a Strategy Execution Consulting Services process that maximizes the productive input Continue reading Morphing Evaluations Into Strategic Execution
Senior Leaders who have performance management and employee engagement as a strategic objective face a conundrum. As we continue to dig into corporate needs, the same message continues to come through. Senior management knows that the economy isn’t going to allow them to resume the upward trajectory of growth like the good old days. As we continue to discuss ways to achieve these objectives, the conversation always comes back to performance management: Doing more with what you have. As any leader knows, Continue reading The Performance Management Conundrum
Over the past few years it has been well documented that technology can significantly improve employee engagement and performance management. We see that networking has significantly increased the ability of people to accelerate their business dealings and personal relationships. Just about everyone in the workforce is familiar Continue reading Employee Engagement and Performance Management
