October 2016 Rethinking Performance Management "People are surprised when they hear information in a yearly performance review that, in the past year, either hadn't been delivered with the necessary sense of importance or hadn't been delivered at all. As a result, people often feel ambushed," says Scott Blanchard, principal and EVP with The Ken Blanchard Companies. This is just one of the ways the performance review process—as it is currently structured—is not adding value, explains Blanchard. "When people look at the amount of time consumed in managing the review process and then compare it to the benefit, it doesn't seem to be a model that works particularly well." Because of this, organizations are taking a second look—and many are considering significantly restructuring or evening abandoning the process. Blanchard believes there are two aspects of the review process that are especially in need of an overhaul. READ THE ARTICLE
Putting the Idea Into Practice Building Leadership Skills for All Employees Like all federal law enforcement agencies, the United States Postal Inspection Service (USPIS) faces a unique dilemma: mandatory retirement at age 57. With tenure and experience walking out the door, people were being promoted to fill vacant positions. Greg Campbell, deputy director of the USPIS, identified, "Leadership plays an important role in the development of individuals and in the vision and morale of the organization, so we knew we needed to act quickly." READ THE ARTICLE
New Blanchard White Paper! The Problem with Performance Review
Research shows that 90 percent of managers are dissatisfied with how their company conducts annual performance reviews—a key reason why large organizations are looking to abandon their current performance review processes. LEARN MORE Follow Blanchard on Social Media |