Managers are the best appraisers of employee performance?
Managing performance involves, by definition, evaluation and rating. In competitive leisure activities, as in the world of work, judgments of worth, excellence or ability have to be made. Whether the activity is growing and showing roses; disciplining and exhibiting dogs; or blending and tasting wines, a judgment of quality and quantity is required. The question is, who is best suited to make the most astute but impartial judgment?
READMORE
I was recently asked to support a successful senior leader – Chris - with some personal development insights from a recent 360 and set of Hogan Assessment results. Chris works in a fast-paced retail environment and has very high expectations for business success.
Advanced People Strategies (APS) have teamed up with the Corporate Research Forum (CRF) to explore the implications of Digital Disruption, for leaders and leadership development.
Digital disruption seems to be the new word on the block for IT related change. Yet IT-related change has been with us for many years. While I have never worked in an office that did not have computers, there have been times when I have witnessed massive digital disruption.
The debate about the usefulness of using personality tests in selection waxes and wanes. Cynics and sceptics complain about consultant greed and test costs and others about the fact that people tend to lie on the tests. Supporters and apologists point to the costs of making bad decisions and the validity evidence of tests.
Every organisation wants to hire able and motivated staff with potential: potential to perform exceptionally well at high levels for their own benefit and that of the organisation. They want people with high potential to turn into those with high performance. For many, this is all about establishing talent or potential pools who, with career development, can be used for succession planning. That is why there has been a marked increase in having a high-potential programme in all sized companies (Silzer & Church, 2009ab).
Digital transformation impacts all aspects of the economy and businesses of all sizes, with computing advances providing the same digital opportunities to small companies as well as large corporations. Individuals expect the same level of service from their organisations and HR functions as they get from their smartphones. How can we address these expectations and develop strategies to move us from the era of computerised personnel systems to an interactive, user-friendly and agile service for employees and the business? What are our technology choices and how do we make them in a rapidly changing digital environment? What opportunities do they offer and what are the implementation challenges?
In the Hogan world of assessment, it is easy to focus on personality (HPI) and the consequences surrounding what happens under stress or pressure (HDS). In recruitment, development and performance terms it is relevant. For coaches, it can also play a part in raising awareness for the coachee to help them make development choices to increase effectiveness.
More importance is being placed on understanding people’s motives, values and drivers. Why is this becoming the case?
Twenty-twenty vision hindsight in business life often raises the question of why toxic, sociopathic leaders succeed, rarely get challenged and indeed often promoted. Why could no one see what was going on? Why were these people ever appointed?
Chris Humphreys, CEO at Advanced People Strategies to host a breakfast session at HRD Summit 2019.