Performance appraisals have come in for some serious criticism recently. And yet the books and articles written which criticise simply advocate performance appraisal by another name – or rather a collection of names. Here's an analysis of the issues.
This article explores effective staff development showcasing a simple but effective competency framework model that can be used by any firm of any size and complexity to explore their competence gap. To understand competence gap you need to know what competencies you have now, what you need for the future, and how you are going to develop your people to bridge the gap.
Staff development is the act of persuading a member of staff to change – to change their skills, knowledge or behaviours – towards that wanted. That persuasion comes by way of training, mentoring or coaching. Staff have existing competencies and behaviours. The difference between what’s needed and what’s available today is what any development must focus on.
It’s only when managers come to rely on a job description at some point of impending opportunity or catastrophe that the importance of that simple document becomes apparent. Coupled with that, most JDs are just a list of duties and measuring performance against them is impossible. Here's guidance on fixing that.
What should a manager to do when someone in a meeting is getting emotional – they become so angry that they disrupt the meeting? Frijda’s Laws of Emotion tell us much that will help us first understand this situation and then suggest a course of action that the meeting chair might take to recover good order. Managers can successfully deal with anger because emotions obey laws. Here are the details.
[Published February 2016]
Managers would often like to know if the person they intend to hire would at some stage in the future be a threat to the hiring company. Managers may therefore be keen to vet candidates before they employ them. But vetting is complex, shrouded in mystique by many firms supplying vetting or pre-employment checks. And statute constrains what's possible. Here’s some outline information on vetting.
Developing managers and staff must be continuous in all firms just to maintain the present business position. It’s a mix of training and increased responsibilities. Development must be planned. TimelessTime consultants have designed and implemented organisation-wide training and development in both large and small firms.