PERFORMANCE & TALENT
Performance management with a human approach
We believe that everyone has talent, and it is the job of the employer to look at managing people effectively and cleverly to get the most out of them, just as much as it is down to the individual to perform.
Don’t just dump a performance management issue with HR to ‘sort’ – take a holistic view and consider people as individuals, finding results that work for the business, and the human being involved.
Managing people strategically
“Your people are your greatest asset,” said every HR professional, ever. But does it look like to get all managers managing people effectively to maximise their talent and output?
We have designed a very simple matrix – bespoke built to fit your company, based on your company values, industry and overall strategy.
If a ‘bad hire’ has taken place, we accept responsibility and find a way to move forward, but if you have a process that’s based on a positive outcome, not only will it look better on you as an employer, but it will feel better too.
Performance management with a human approach
As HR professionals, we play a huge part in managing talent and people, but ultimately, it is down to line managers and the people involved to dictate the journey and the outcome.
Our extensive and varied experience has led us to find that under performance usually results from one of the following four reasons;
- Bad management
- In the wrong job
- No desire
- Ability
By understanding humans, behaviour and personal values, we can start by identifying which of those reasons is the driving factor behind under performance. Three of those are in the control of the business and only one is down to the individual.
Your People Team or HR Department is responsible for helping managers navigate ways out of these bad situations, but it is simply impossible for HR to maintain responsibility for all the people within the business. Therefore, you need full support and dedication from a manager to pursue a positive outcome – we fundamentally disagree with blame or pigeon-holing individuals.
Don’t ever be afraid to challenge a manager to address their role in a performance management situation – we know we aren’t.