SPG creates performance appraisal systems that measure and develop strategic competencies and performance factors critical to a client’s success. SPG strives to construct performance evaluation systems that are based on solid research, rather than the latest management fad. We utilize a variety of formats, including 360-degree or multi-rater feedback, management by objectives, behaviorally-anchored rating scales, and online performance appraisal.
SPG develops performance management systems that guarantee our clients a maximum return on their investment in human capital, addressing the following topics:
- Motivating High Performance: Understanding factors that influence performance, including environment, ability, and motivation
- Strategic Performance Standards: Establishing performance standards that support the organization’s strategic objectives
- Effective Methodologies: Designing a performance appraisal system that provides meaningful feedback to employees, balancing thoroughness with ease of administration
- Ensuring Success: Understanding why performance appraisals fail and developing approaches to ensure success
- Coaching: Training for managers on giving meaningful, ongoing feedback using coaching to achieve performance goals
- Legal Compliance: Adhering to legal guidelines concerning performance appraisals, including documenting discipline
- 360° Feedback: Alternative sources of appraisals, including multi-rater feedback (360°, 270°, 180° feedback)
- Avoiding Rating Errors: Training appraisers to avoid common rating errors, such as halo, leniency, central tendency, etc.
- Linkage to Compensation Systems: Integrating performance management and compensation to ensure fair, transparent and motivating pay-management practices
The 5 E’s — How to Hold Effective Performance Coaching Conversations
HR professionals have been challenged by performance management since its inception. No matter what system we create, managers and employees are unhappy. If we propose five levels of evaluation, the folks want three. If we encourage narrative comments, the audience wants to check boxes. We feel compelled to change the process every few years and whatever we come up with, everyone hates.
Most recently, organizations like Deloitte, Adobe, and others, have led the way toward performance check-ins. Check-ins are the new holy grail of performance conversations. Intending to eliminate onerous paperwork and costly hours of preparation that does not result in substantive improvement, regular check-ins are meant to create an opportunity for managers and employees to have meaningful conversations that strengthen relationships, increase engagement, and provide actionable, timely feedback. So, have we found the silver bullet?
Evidence suggests the answer is no. Despite implementing the check-in approach, many organizations continue to struggle. The quality of the conversations that are happening is falling short. Perhaps we have overlooked the fundamentals? The 5E model presents five key skill sets that enable effective performance conversations. Contact us for additional information.