Thinking

Feedback high performance culture

  • Creating a Culture of Conversations

    8 May 2017 | Feedback high performance culture

    In the rush to take a wrecking ball to outdated ways of assessing employee performance, there has been too much focus on process – and not enough attention given to changing the managerial mindset. Here’s what organisations need to create a culture of conversations.

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  • The ‘no clue’ gene, its hazards – and its benefits.

    1 February 2016 | Feedback high performance culture Leaders and Leadership

    The “no clue” gene is something that all of us possess to some extent. By this we mean either an inflated, or an under-rated estimation of our own abilities, competencies and emotional intelligence. While presenting obvious challenges to progress, there are aspects of this distortion of sense of self which are actually, and entertainingly positive. There are at least three reasons that some people have distorted views of their strengths and development areas.

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  • Beware the rush to abandon Annual Performance Reviews

    8 October 2015 | Feedback

    Beware the risks of rushing to jettison the conventional performance review system; it can place a demand on resources in other ways. Read more in this our second installment on the recent trend to change the way employee performance is reviewed.

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  • Re-imagining Performance Management

    9 June 2015 | Feedback high performance culture

    What happens when you re-imagine a performance management, reviewing its systemic roots, its objectives, efficiencies and results - and changing them? hpc has been working with organisations in shaking up performance management systems, with strong results for employee engagement and efficiency. This post also shares a link to HBR article illustrating a Deloitte case study in reinvention of performance management.

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  • Feedback – it’s all in the delivery

    27 April 2015 | Feedback

    The effective delivery of feedback is an essential skill for managers. It's fundamental to a culture of high performance, yet has the potential to damage that culture. Insights from neurobiology and key thinking in delivery illustrate how to handle what can be one of the more difficult conversations in a manager's remit.

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