Contents
Introduction: Performance Management for a New Age of Work
What changes to the process mean for you as a manager.
1. The Characteristics of Effective Goals
Make them clear and specific, achievable but challenging.
2. Define Employee Goals—and Decide How They’re Measured
Fit the needs of the individual and the organization.
3. Collaborate with Your Employee to Create a Plan for Moving Forward
Outline steps to accomplish objectives and adjust as necessary.
Ongoing Performance Management
4. Assessing Performance Isn’t a Onetime Event
Note good and bad work, and identify root cause.
5. Make a Habit of Providing Feedback
Discuss your observations with your employee.
6. Coach Your Employees to Close Performance Gaps
Ask questions to help them solve problems and master new skills.
7. How to Keep Your Employees Motivated
Recognize good work, and encourage progress.
8. Understand Your Employee’s Wants and Needs
Know what your direct report aspires to.
9. Expand Your Employee’s Skill Sets
Basic tactics to learn new areas of expertise.
Define a specific path for future growth.
11. How to Develop Someone Who’s Struggling
Good performers aren’t the only ones who need to grow.
12. The Case Against (and for) Annual Appraisals
How companies are changing the way they look at reviews.
13. Assess Performance, but Rethink Ratings
Take an individualized approach.
14. How to Conduct the Review Conversation
Tips and tricks for a productive discussion.
15. Define New Goals for a New Cycle
Adjust objectives for continued growth.
16. Responding to the Steady Worker
What to do with your stalwarts.
17. Preventing Burnout on Your Team
Make sure your people aren’t running out of steam.
18. Managing the Performance of Remote Employees
From giving feedback to conducting annual appraisals.