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Hub You - Managing People's Performance
Organisational inertia is like a cancer. It eats at personal ambition and genuine creativity. At first, it limits progress in organisations which eventually descend into a dysfunctional morass to be reorganised, down-sized or right-sized. In some cases, organisations do not survive.When that organisation is a very large employer, the collateral damage of organisational inertia is families and communities that rely on the income provided by the jobs that the organisation provides.When the organisation is an arm of government, the impact ripples much wider through all individuals and commercial operati
A KRA should contain no verbs as the KRA is not about an action. It should not contain words, which describe a direction or measurement. If words such as "develop", "r
Often we read articles on the Internet about business from some pretty seasoned veterans indeed. Unfortunately all too often the people writing these articles are self proclaimed Gurus of marketing or advertising, who are not seasoned entrepreneurs. In fact very few seasoned entrepreneurs have any reason to write about such things unless they are completely retired and therefore writing a biography or have switched careers.So, really who knows Advertising Best; an Advertising Salesman or an Entrepreneur who has spent his career writing checks to pay for it? It is a good question indeed. Why should this be an issue you ask?
Many managers and supervisors shirk their duty to manage the performance of their subordinates to the detriment of both employee and organisation performance. They do so out of a feeling of discomfort about assessing another human being's performance and that often comes from a lack of skill. They deprive their subordinates of the opportunity to understand what is expected of them and to develop the behaviour skills and knowledge required to achieve what is expected.
In its simplest form, performance management requires the supervisor to think and determine what the Key Result Areas (KRAs) are for a particular role, set standards of performance for similar roles and targets of performance for individuals. Once that hard work is done, measuring and discussing performance in most cases is simple. Performance management only gets hard when there are no standards or targets of agreed KRAs.
Care needs to be taken in framing KRAs. Many supervisors do not think clearly enough about this step. A supervisor needs to ask "Given the objectives of the organisation, what are the few key results we need from this role which will drive us to our objectives?" The trick in developing a good KRA is to be specific and to articulate a result.
A KRA should contain no verbs as the KRA is not about an action. It should not contain words, which describe a direction or measurement. If words such as "develop", "re
When you need serious improvement of the quality and volume of traffic to your website from any search engine, Dallas search engine optimization is what you must look for. Dallas engine search optimization doesn’t just target contextual search engines, but also local search engines and vertical search engines, which are industry-specific. The primary goal with Dallas search engine optimization is to meet the needs of visitors by matching them with the websites that offer those exact things. How do they do it? It’s easy. They fully understand the process of searching on the Internet, both search algorithms and human search.D
In its simplest form, performance management requires the supervisor to think and determine what the Key Result Areas (KRAs) are for a particular role, set standards of performance for similar roles and targets of performance for individuals. Once that hard work is done, measuring and discussing performance in most cases is simple. Performance management only gets hard when there are no standards or targets of agreed KRAs.
Care needs to be taken in framing KRAs. Many supervisors do not think clearly enough about this step. A supervisor needs to ask "Given the objectives of the organisation, what are the few key results we need from this role which will drive us to our objectives?" The trick in developing a good KRA is to be specific and to articulate a result.
A KRA should contain no verbs as the KRA is not about an action. It should not contain words, which describe a direction or measurement. If words such as "develop", "r
The field of nursing has expanded over the past several years. There are now many options and career paths that you can choose with nursing degrees. Here are some of the most popular nursing jobs that are being pursued.Critical Care Nurse. A critical care nurse works with the sickest of the sick patients in the hospital. This type of nurse is stationed in ICUs (intensive care units) or CCUs (Critical care units) and provides care for patients who are undergoing serious, life-threatening illnesses.Anesthesia nurse. An anesthesia nurse assists in operating rooms to provide anesthesia to patients who must undergo s
In its simplest form, performance management requires the supervisor to think and determine what the Key Result Areas (KRAs) are for a particular role, set standards of performance for similar roles and targets of performance for individuals. Once that hard work is done, measuring and discussing performance in most cases is simple. Performance management only gets hard when there are no standards or targets of agreed KRAs.
Care needs to be taken in framing KRAs. Many supervisors do not think clearly enough about this step. A supervisor needs to ask "Given the objectives of the organisation, what are the few key results we need from this role which will drive us to our objectives?" The trick in developing a good KRA is to be specific and to articulate a result.
A KRA should contain no verbs as the KRA is not about an action. It should not contain words, which describe a direction or measurement. If words such as "develop", "r
I’m sure, at some point, some of us have that itching desire to “be your own boss”. We imagine all the wonderful benefits of calling the shots, deciding the direction of the business, and having heaps of money because of successful businesses.Some of us then decided to take the natural step and “just do it”. We would then proceed to dip into our savings, borrow money from friends and financial institutions, or perhaps sell some equities we are holding on to. And we merrily register a company and start working! The scenario sounds really familiar!That was me! I sold off my home to raise capital for my ventures into fu
Care needs to be taken in framing KRAs. Many supervisors do not think clearly enough about this step. A supervisor needs to ask "Given the objectives of the organisation, what are the few key results we need from this role which will drive us to our objectives?" The trick in developing a good KRA is to be specific and to articulate a result.
A KRA should contain no verbs as the KRA is not about an action. It should not contain words, which describe a direction or measurement. If words such as "develop", "r
Traditionally people have been using rubber stamps to put a seal on the important documents – marking the company name or other endorsements. These stamps have to be pressed on an inkpad first and then on the surface where the stamp is needed. Recently pre-inked stamps have made their way in the market and are highly preferred because of their neatness and superior print quality.Pre-inked stamps can be used for marking on any surface. These stamps are fast drying and water-resistant which makes it perfect for identifying personal items, photography, industrial equipment etc. There is no need of separate inkpads because the
A KRA should contain no verbs as the KRA is not about an action. It should not contain words, which describe a direction or measurement. If words such as "develop", "reduce", "improve" appear in a KRA, then the manager has not understood the purpose of a KRA and their approach to performance management is already compromised.
Consider a marketing role. Market share is an unlikely KRA as a team including marketing, sales and logistics roles is likely to be responsible for market share. A marketing role however, can have responsibility for brand awareness or advertising spend or reach and frequency of advertising. These are appropriate KRAs.
Identifying KRAs helps individuals clarify their roles and prioritise their activities aligning them with the organisation's strategic plan. It is mandatory that all KRAs can be measured numerically. If it can't be physically measured either invest in the ability to measure it or change the KRA to something which can be measured.
For similar roles in a large organisation e.g. a sales team, standards of performance for each KRA need to be agreed with the team. A sales KRA may be the ratio of successful sales visits over the total number of sales visits. The standard of performance for all sales people may be one in ten. This is the standard below which no sales person would be expected to perform.
Individuals in the team however, may have different competence based on skills and knowledge gained from further years of experience or a behavioural trait which makes it easy for customers to build a rapport with them
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