Reviewsnap is excited to share its newest case study with the Maternal and Child Health Consortium of Chester County (MCHC). As MCHC worked to build a sustainable future for the organization, it was clear that strong performance management was going to be necessary for the success of the organization.
In order for high performers to contribute to the bottom line, they need a runway for success.
That includes dedicated development plans and budgets. It also means continually assessing their contributions to make sure the company can plan for the future.
The days are gone when someone took a job, followed a predictable path of career development and worked in a world in which all employee performance communication flowed from the top down.
With today’s highly transitional workforce — as employees increasingly expect to be mobile across an organization and not just vertically within it — and as studies of workplace psychology continue to prove the positive impact of looking at performance from every angle, manager assessments have become a crucial best-practice ingredient for successful organizations. In fact, two of the five key trends cited by Bersin & Associates in its study, Modern-day Career Management, directly reflect the importance of manager assessments: Career management must be a collaborative effort among “employee, manager, HR and the company,” and training of line managers is critical to an organization’s success.
Cue the shaking of heads, the rolling of eyes and the murmurs of “not again” heard up and down the office corridors. The scene is familiar to anyone who’s participated in the annual performance review ritual. How could an event that’s so ingrained in organizational culture have become something of such overwhelming dread shared by so many involved in the process? Simple. By treating performance management as an annual event and emphasizing form over function and process over performance acceleration. Too often, the emphasis and energy involved are directed at compliance rather than at creating lasting value for the organization and its people.
These are complex times for HR departments in growing organizations. Unemployment rates continue to hover at the highest levels in decades; recruiters are challenged with finding specialized talent to fill open requisitions; and unemployed job seekers are relocating or considering lower-level roles to bring home a paycheck. Yet, employees who are safely situated in their jobs are more disengaged than ever before. How do you prevent your company’s front door from becoming a revolving door, with your best talent headed out and no one lined up to fill the void? By getting underneath what truly motivates your employees and designing a compensation strategy that appeals to your best performers.