Navigating Performance Management | Season 3 Episode 1 | Talent Development Navigating Performance Management podcast

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Navigating Performance Management | Season 3 Episode 2 | Managers excuses 38:31

5일 전38:31

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38:31

In this episode, Roly met up with Amira Kohler, Marc Earnshaw and Tom Blake. Together they discussed why managers don’t want to do performance reviews and debunk 5 excuses we commonly hear from them. Oh, and if you haven’t seen it yet, we also have a guide to go with this episode. Check it out: Busting Performance Management Myths . Reach out to our guests via LinkedIn: Amira Kohler HR Transformation, Performance and Change Management Specialist Marc Earnshaw Independent Consultant at PeopleDev Tom Blake Executive HR Leader at Blake Connolly Ltd. Clunky, outdated processes turn people off. Appraisd’s performance management platform really gets conversations happening – at every stage of the employee lifecycle. Why choose Appraisd for your performance management? Appraisd is a performance management platform for organisations with 50 to 5,000+ employees in any sector, anywhere in the world. Appraisd is configured to fit your business and your process and frees up the HR team from chasing and cajoling reluct…

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Navigating Performance Management | Season 3 Episode 1 | Talent development 23:13

5 weeks 전23:13

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23:13

In this episode, Laura Whitehead founder of Triskelion Leadership joins Roly Walter, founder of Appraisd, to talk about developing talent. Developing talent starts early. Earlier thank you think, says Laura Whitehead. A ‘stitch in time’ - intervention early on in a person’s career will benefit them and the organisation in the long-term. Not only does it boost engagement and culture, it also reduces the risk of issues in the future such as employee relations performance Improvement Plans. First-time managers who have the opportunity to become good managers are more likely to make great leaders. Discover more about appraised talent management offerings at: https://www.appraisd.com/talent-development…

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Navigating Performance Management | Trends in 2024 | Episode 6 22:31

11 weeks 전22:31

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22:31

In this episode, Roly Walter, founder of Appraisd, sat down with the Appraisd Customer Success team to look back on performance management in 2024. From global trends to client success stories, our team shares insights into how organisations are embracing new approaches to driving employee performance. From talent management to feedback, and putting company values to work, the Appraisd Customer Success team delves into how these trends have impacted their HR strategy. Reach out to Appraisd Customer Success team: Contact Us | Appraisd…

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HR Tech Procurement | Season 2 | Episode 5 | Jessie Schofer 22:04

15 weeks 전22:04

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22:04

In this episode, Jessie Schofer of Stakkd and Roly Walter, founder of Appraisd, talk about best practices in HR tech procurement, including how to take a methodical approach to purchase your core HR infrastructure. They discuss the reasons HR sometimes ends up buying the wrong tech, and how to prepare for an HR tech demo so that you’re in control of the conversation. Reach out to Jessie via LinkedIn or check out Stakkd at: https://www.stakkd.tech/…

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Accidental Managers | Season 2 episode 4 | Kate Waterfall Hill 33:37

21 weeks 전33:37

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33:37

This episode is all about “accidental managers” and to discuss the topic we invited Kate Waterfall Hill, Leadership Coach at Waterfall Hill Consulting Ltd. Kate is also the creator of “Linda, the bad manager”, her alter ego on social media, who inspires us all to brilliant leadership by showing us what not to do. In this episode, Roly and Kate delve into what makes an “accidental manager” and how organisations can support them in becoming effective managers by seeking out ways to improve their leadership skills. Key takeaways: Managers or individual contributors? Management can often be something to aspire to, but may not be the best route for all employees. How can organisations motivate and retain individual contributors who have no desire to become managers? And how can organisations change negative perceptions of middle management? Managing people, especially new managers: Organisations need to ensure new managers are given time, training and support to lead people and teams effectively. However, the onus is also on the individual to be proactive about their own leadership development. to Balancing authenticity and self-consciousness: Being self-aware isn’t contradictory to being authentic. By understanding their triggers and natural reactions to others, managers can learn how to act intentionally to ensure they achieve the best possible outcomes when managing others. Impostor syndrome vs expectations: Understanding expectations from day one can aid individuals in feeling more confident when taking on new responsibilities, and can help them to feel more in control of their actions. Conclusion: Many new managers feel out of their depth, especially if no training or support has been provided. Although organisations can ensure new managers have adequate support, and time, to effectively manage people, managers themselves also have a proactive role to play in improving their management skills. Remember to subscribe to our podcast to catch up on past episodes and stay updated on future insights on performance management. Reach out to Kate via: www.waterfallhill.co.uk or by emailing: hello@waterfalhill.co.uk.…

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Year-End-Reviews | Season 2 episode 3 | Richard Brereton 19:04

23 weeks 전19:04

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19:04

In this episode, Roly is joined by Richard Brereton, Appraisd Customer Success Lead, discussing the divisive theme of year-end reviews or annual appraisals. Although most organisations are now sold on a continuous approach to performance management, many organisations still see relevance in conducting an annual review. Looking back, reflecting, and making plans for the future. But how can HR run this process smoothly in a notoriously busy time of year? Can HR speed up and streamline its annual review process while ensuring efficacy? Key Takeaways: If timeframes are tight, start as soon as possible: Give enough time for people to complete their reviews, leaving it last minute might result in an oversight from managers who will want to wrap them up quickly, instead of taking the time to do it properly Ensure you are communicating, and supporting managers to complete their year-en-reviews: Communicate review windows with your managers and employees, so they can organise their workload accordingly. Ensure that your process includes support for new managers through guidance, documentation, or even tips that help managers have effective discussions. Get feedback from managers and employees on what is valuable: Ensure your performance management process is valuable for the organisation as well as for the employees. Collect opinions and feedback on the process from a wide spectrum of employees to get a clear picture of what is, and what isn’t, valuable. Tweak the process as needed for the next round of reviews. Setting a process online for the first time doesn’t need to be daunting: Getting your performance management process online doesn’t need to be an elaborate, time-consuming task. Instead, keep it simple and iterate as you go. Start with a simple review form to get people used to having conversations and documenting them online and look to expand on your process as you gather more information and feedback. ‍ Communicate your overall business objectives and strategy to your employees: By doing so you can ensure that managers and employees can set team or individual objectives that link to the wider company goals. Ensure this is done promptly, so you don’t delay people setting their objectives. Conclusion: To ensure “smooth sailing” of your year-end-reviews communication is key. Communicating promptly gives time for people to organise their workload; Offering support such as guidance and prompts can aid new managers in having effective conversations with their employees; And informing managers and employees of business objectives ahead of time will alow them to plan their next year’s objectives in line with the organisation’s goals. Remember to subscribe to our podcast to catch up on past episodes and stay updated on future insights into performance management.…

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Reward and Recognition | Season 2 episode 2 | Rachel Townend 28:27

30 weeks 전28:27

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28:27

In this episode of the Appraisd podcast, "Navigating Performance Management," we had the pleasure of speaking with Rachel Townend, Chief of Staff at Illuminate Financial. Rachel shared her insights on the importance of recognition in the workplace and how Illuminate Financial has successfully implemented a culture of celebration and acknowledgment through their Excellence Awards. Rachel detailed the origins and evolution of the awards, which began in 2015 with a simple poster in their London office. The awards include categories such as Excellence, Einstein, Guardian of PD, and the humorous Numpty Award, each reflecting the company's values and fostering a fun, uplifting environment. These awards are not just about individual achievements but celebrate the collective success of the team. We also discussed the challenges and adaptations necessary to maintain this culture as the company grew and transitioned to a hybrid work model. Rachel highlighted the role of technology, specifically the Appraisd platform, in facilitating the nomination and recognition process, ensuring that all team members, regardless of their location, are acknowledged for their contributions. Additionally, Rachel introduced the Unsung Hero for the Year award, which aims to recognise those who may not always be in the spotlight but make significant contributions to the company. This award, along with the quarterly Excellence Awards, helps to ensure that all team members feel valued and appreciated. Throughout the conversation, Rachel emphasised the importance of authenticity in recognition programmes and the need to align them with the company's core values. She shared practical advice for other organisations looking to implement similar initiatives, stressing the importance of making recognition a genuine and integral part of the company culture. Overall, this episode provided valuable insights into how Illuminate Financial has created a robust and engaging recognition programme that not only celebrates success but also fosters a positive and collaborative work environment. If you have any questions or would like to learn more, Rachel is open to connecting on LinkedIn.…

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Talent Management and Succession Planning | Season 2 Episode 1 | Marc Earnshaw 29:33

35 weeks 전29:33

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29:33

Navigating Performance Management: Your Compass to HR Success is hosted by Roly Walter, CEO and Founder of Appraisd. We’re all about nailing the essentials of performance management and in each episode, Roly and his guest discuss one of the foundations of performance management. Season 2 of this delves deeper into performance management addressing areas such as: Talent management and succession planning; recognition and visibility. Summary: In this insightful episode of Navigating Performance Management, we had the pleasure of speaking with Marc Earnshaw, Independent consultant at PeopleDev. Marc has worked in Talent, Learning, and Organisational Development over the last 20 years and has impacted thousands of people at global organisations. Key Takeaways: Does talent management relate to performance management? Especially in larger organisations, talent management and performance management can go hand in hand to ensure employee retention, as well as offer senior leadership insight into the team’s readiness for their next move. The impact on both the business and the individual of holding talent management information: According to Marc, on a business level, this helps organisations to better understand their people. Especially in larger organisations, where this type of information isn’t top of mind for all staff, organisations can gain insight into talent pools and where to use them to help grow the business. Also, on an individual level, not only organisations can reflect opportunities to individuals' aspirations, but individuals themselves can see those opportunities and self-identify ways to develop themselves. Succession planning strategies and individual development plans: Marc highlighted that organisations can support individuals to develop their skills and step up to new opportunities within the business. Organisations can also identify the types of programs to develop their people based on future opportunities for their staff. Using the term “talent” in an organisation: Labelling talent within an organisation can lead to issues in team morale. Marc suggested that correctly defining what talent means for an organisation can aid with transparency and clarity, as well as ensure that team leads are focusing their efforts and funding towards enhancing performance, instead of hindering it. 9-box grid: Love it or hate it? There can be a love/hate relationship with frameworks such as 9-box grids. According to Marc, although categorizing people can be a difficult task for managers, particularly newer managers, frameworks such as these can support organisations in having productive conversations. Skills-based approach: A revolution or evolution of what was previously known as competencies? Marc suggested that organisations should be cautious about the length and complexity of their skills, and measures of competencies list. Ensuring these are easily understood, succinct and simple will support organisations and individuals in achieving their highest potential. Conclusion: Our conversation with Marc Earnshaw shed light on the world of talent management and succession planning, lifting some of its issues as well as identifying ways organisations can use it to further people’s individual needs and aspirations. Remember to subscribe to our podcast to catch up on past episodes and stay updated on future insights into performance management.…

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People Strategy | Episode 7 | Katie Woods-Ruddick 29:15

44 weeks 전29:15

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29:15

In this insightful episode of Navigating Performance Management, we had the pleasure of speaking with Katie Woods-Riddick, Chief People Officer at PX Limited. With over two decades of HR experience, Katie shared her valuable perspectives on integrating performance management into a company's people strategy. Key Takeaways: Performance Management as a Strategic Tool : Katie emphasized that performance management goes beyond ensuring employees do their jobs. It's about setting meaningful objectives aligned with the company's strategy and helping individuals understand their contribution to the company's success. Aligning Objectives : At PX, the process starts with board objectives, which cascade down to senior leadership and further into business units, eventually reaching individual employees. This ensures everyone's goals are interconnected and contribute to the company's overarching aims. The Importance of Timeliness : Katie acknowledged the challenge of timely execution in performance management. PX addresses this by setting strict deadlines and using their performance management system to facilitate the process. Personalisation at Scale : The flexibility of the Appraised platform allows PX to cater to the diverse needs of their workforce, from apprentices to seasoned professionals. Not everyone is looking for career progression or development at the same time, and the system accommodates this variety. Feedback and Development : The system at PX enables personalised feedback and development requests, which are crucial for individual growth. It allows employees to seek specific feedback that can help them improve in their roles. Senior Leadership Buy-In : Katie shared advice for HR leaders looking to get their senior leadership team on board with performance management. She suggested framing it in terms of business metrics like employee engagement, retention, and productivity, rather than as a compliance exercise. Continuous Evolution : Katie and the PX team are committed to evolving their performance management processes to stay ahead and be an employer of choice. The Appraised system supports this by facilitating meaningful conversations and adapting to the organisation's changing needs. Conclusion: Our conversation with Katie Woods-Riddick was a testament to the value of a well-integrated performance management system. It's clear that when executed strategically, performance management can be a powerful tool for aligning individual goals with company objectives, fostering employee development, and ultimately driving business success. Remember to subscribe to our podcast to catch up on past episodes and stay updated on future insights into performance management.…

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Check-ins | Episode 6 | Ana Cengic 15:40

45 weeks 전15:40

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15:40

In this episode of "Navigating Performance Management, Your Compass to HR Success," we had the pleasure of speaking with Ana Cengic, Associate Director HR at Affinity Private Wealth. Our conversation centred around the transformative approach Affinity has taken towards employee check-ins and performance management. Key Takeaways: Monthly Check-Ins: Affinity conducts monthly check-ins to maintain transparency and address issues promptly. This frequency allows for regular feedback and recognition, ensuring there are no surprises during annual reviews. Manager Training: New managers undergo a six-month training program to learn about effective people management, including setting SMART goals and KPIs. Affinity encourages managers to develop their own style while providing guidance and ensuring check-ins occur regularly. Technology Integration: Using the Appraised platform, Affinity has moved away from paper-based systems to a more streamlined, digital approach. This allows for pre-meeting input from employees and real-time updates during check-ins, making the process efficient and less administrative. Annual Reviews: Despite the frequent check-ins, Affinity still values an annual review process. It serves as a reflective period for both employees and the company to evaluate the past year and set future goals. Avoiding Micromanagement: Regular check-ins are tailored to avoid micromanagement, with flexibility around schedules and an emphasis on the importance of these meetings for employee retention and satisfaction. Continuous Improvement: The check-in process at Affinity is dynamic, with adjustments made in response to feedback from all levels of the organisation. This includes the introduction of quarterly check-ups for senior management to stay informed about employee performance. Advice for Other Companies: Ana suggests that companies looking to implement a similar system should first ensure manager buy-in through proper training. It's crucial for managers to understand the benefits of frequent check-ins for themselves and their teams. Connect with Ana: Listeners interested in learning more or seeking advice from Ana can find her contact details on the Affinity Private Wealth website under the team's page. Remember to subscribe to our podcast for more insights into HR success.…

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Feedback | Episode 5 | Emma King 21:59

46 weeks 전21:59

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21:59

Roly Walter, Founder of Appraisd welcomed Emma King to discuss feedback and performance management at Costello Medical, where she oversees 400 employees across four countries as Head of People. Importance of feedback Emma framed feedback as essential for career development, encouraging managers to provide it informally and frequently to avoid criticism and enable growth. Giving feedback frequently Emma advocated daily feedback through catch-ups to normalise conversations and address issues promptly, complementing biannual 360 reviews which identify improvement areas. Using technology for feedback Emma saw technology like Appraisd as helpful but not replacing human conversations; managers still discuss feedback to ensure understanding and follow-through on goals. Talent development and growth Emma focused on progression opportunities for Costello's ambitious, specialised talent through responsibilities, mentorship and identifying high performers via consistent, honest feedback. Feedback and organisational culture Emma linked feedback and integrity to Costello's values, believing openness and honesty about performance ultimately enables the company to deliver quality work and expand in their sector. Remote working balance Emma discussed Costello's 50% office policy for mentorship and collaboration benefits, while also allowing focused remote feedback delivery through technology like Slack. Future of feedback processes Emma planned process changes like annual versus biannual reviews due to regular check-ins already occurring; technology would help identify feedback themes to guide career-long development.…

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Objectives & OKRs | Episode 4 | Elizma Els 20:32

48 weeks 전20:32

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20:32

In this episode Roly Walter, Founder of Appraisd welcomed Elizma Els, Head of Human Capital, Boxfusion to discuss her experience implementing OKRs at Boxfusion. Setting OKRs quarterly with feedback Boxfusion cascades annual company goals into departmental and individual OKRs. They review progress quarterly and make adjustments to ensure objectives stay relevant as business needs change. This agile process keeps everyone aligned. Educating employees on OKR process and purpose Elizma overhauled Box Fusion's OKR training after the initial attempt failed to engage employees. She educated them monthly on concepts and benefits to gain buy-in for transparently tracking contributions to company success. Cross-departmental collaboration through OKRs Mixed team brainstorming linked initiatives across departments, like marketing assisting HR's employer branding. OKRs authorised cross-team partnerships to tackle goals requiring diverse perspectives. Transparency and accountability with OKR reporting The Appraised system flags incomplete OKRs for follow up. Managers and employees track progress toward linked goals, fostering responsibility. Visibility into everyone's work prevents objectives from being forgotten. Common OKR pitfalls to avoid Elizma warned against rushing implementation and annual evaluations that surprise employees. Regular coaching builds confidence in ongoing feedback outside formal reviews. Thorough training explains goals' purpose to motivate participation. www.appraisd.com…

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Talent Development & Succession Planning | Episode 3 | Steve Dania 20:48

49 weeks 전20:48

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20:48

In this episode, Roly speaks to Steve Dania, Learning and Development Manager at Sheffield Haworth about connecting performance management with talent development. Steve explains how good performance management that taps into individual motivations can inspire employees to create the best outcomes for them and their employer.…

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Pay & Reward | Episode 2 | Amira Kohler 38:08

49 weeks 전38:08

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38:08

HR transformation consultant, Amira Kohler, speaks to Roly Walter, founder of Appraisd, about walking the tightrope of pay and reward when it comes to performance management. They discuss how managers can decouple pay and performance conversations to get the best outcomes for employees, and the dangers of making assumptions about people’s aspirations.…

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Performance Management Trends | Episode 1 | Tom Blake 25:52

50 weeks 전25:52

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25:52

In this episode Tom Blake of BlakeConnolly and Roly Walter, Founder of Appraisd discuss the evolution of performance management, emphasising the shift from heavy annual appraisal processes towards a more individualised approach. They highlight the importance of empowering managers to lead performance management and the necessity for training and support for managers. www.appraisd.com…

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Navigating Performance Management « » Navigating Performance Management | Season 3 Episode 1 | Talent development