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Section Four: Formal Performance Reviews
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Section Four: Formal Performance Reviews
by Harvard Business Review
HBR Guide to Performance Management (HBR Guide Series)
Cover
Series Page
Title Page
HBR Press Quantity Sales Discounts
Copyright
What You’ll Learn
Contents
Introduction: Performance Management for a New Age of WorkWhat changes to the process mean for you as a manager.
Section One: Goal Setting
1. The Characteristics of Effective Goals
2. Define Employee Goals—and Decide How They’re Measured
3. Collaborate with Your Employee to Create a Plan for Moving Forward
Section Two: Ongoing Performance Management
4. Assessing Performance Isn’t a Onetime Event
5. Make a Habit of Providing Feedback
6. Coach Your Employees to Close Performance Gaps
7. How to Keep Your Employees Motivated
Section Three: Developing Employees
8. Understand Your Employee’s Wants and Needs
9. Expand Your Employee’s Skill Sets
10. Craft a Development Plan
11. How to Develop Someone Who’s Struggling
Section Four: Formal Performance Reviews
12. The Case Against (and for) Annual Appraisals
13. Assess Performance, but Rethink Ratings
14. How to Conduct the Review Conversation
15. Define New Goals for a New Cycle
Section Five: Tough Topics
16. Responding to the Steady Worker
17. Preventing Burnout on Your Team
18. Managing the Performance of Remote Employees
Sources
Index
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11. How to Develop Someone Who’s Struggling
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12. The Case Against (and for) Annual Appraisals
SECTION FOUR
Formal Performance Reviews
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