Structuring an effective check-in conversation for employee 1:1’s 30 July 2019 David-Perks Agile Performance Management (3) A regular employee check in is an opportunity to equip a team member with the resources and support they need to do their best work every day, but only if the conversation is well constructed to highlight their struggles and needs in psychological safety. [More]
Goals: Are goals the only way (or even the best way) to motivate high performance? Give way to alternatives on your journey to Agile Performance Management 12 May 2019 David-Perks Agile Performance Management, The Journey (1) Goal setting has been the de facto standard for motivating high performance. Consultants and traditionalists advocate SMART goals, and startups favour the variant of Objective and Key Results (OKR's) made famous by Google. What if you've found goals don't inspire your people, or you've found goals are the predominant cause of stress in your workplace? Are there alternatives to goals and how can people do their best work without goals? We propose 2 alternatives. [More]
Translating employee satisfaction into a better bottom line: The 4A Framework for productive employee experience 17 April 2019 David-Perks Agile Performance Management, The Journey (0) What are the essential ingredients to an employee experience that improves business results? We distil this into 4 pillars of employee satisfaction that will turn your employee experience into higher profits and greater loyalty. [More]
The Feedback Learning Continuum: Feedback as fuel for learning, and learning as fuel for feedback 08 April 2019 David-Perks Agile Performance Management (1) Performance management is an on-going process that is fueled by repeating cycles of feedback and learning. Find out how the feedback learning continuum can help your people to become lifelong learners. [More]
If we could just get managers talking with their people 13 February 2019 David-Perks Agile Performance Management (0) So many times we hear people and culture teams exasperated that they can't get managers to have meaningful conversations with their teams. They won't make time for check in's, they don't connect the work to purpose, they don't have an interest in what makes their people tick. The list goes on. The truth is this isn't one conversation, it's many and managers need tools to equip them to approach people leadership topics without fear. We've found that 9 modes of interaction are needed to support the kinds of conversations that you want to happen in your workplace. [More]