CareerLabs

Rethinking performance conversations

Written by Anne Fulton, Author of The Career Engagement Game

When career development is done right, it should be about profitable growth — both for both the employee and the organization!

We are overdue to rethink the way performance conversations are delivered. The compliance-based, evaluative Performance Management Systems that have been used are so last decade, if not last millennium. Even now, we know that these systems are having almost entirely the reverse impact from that desired.

80% of all employees, leaders included, were annoyed by the system every year!

People are becoming annoyed and demotivated at the thought of another performance cycle (heard recently from Intel at the HRMI Conference that 80% of all employees, leaders included, were annoyed by the system every year).

Meanwhile, our clients are leading the way in rethinking performance. Two incidents in the last week led me to believe we need to share what they are doing and achieving — for example, a leading card services company dictating to staff to use Fuel50 as the kick-starter for the upcoming performance conversation shows that our clients are not sitting on the fence.

On the other hand, other clients are having great success — some even getting engineers to deliver quality career conversations. Mike Martin at Ingersoll Rand saw an 11% improvement in their employees’ rating of meaningful conversations with their managers who were using Fuel50, compared to 2% improvement in the rest of the business.

If engineers can deliver a career growth conversation — anyone can!

Our clients are leading the way in rethinking performance conversations. They’re finding that with the right tools and training, managers can improve their ability to deliver quality development and growth conversations.

Our view at Fuel50 is that the old top-down approach to performance needs rethinking (and the ratings game also needs throwing out), but a focus on high performance and growth should remain central. It is important for us to focus on the real outcomes that the business needs and wants, with great emphasis on productivity, performance, and growth in equal measures

Our recent Talent Lifecycle research showed 42% of respondents are failing to leverage the motivating power of career development to improve their organization’s performance.

When career development is done right, it should be about profitable growth — both for both the employee and the organization!
 
DOWNLOAD OUR PERFORMANCE RESEARCH HERE
 

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