Teddy Roosevelt once said that “the best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.”
When you’re running a business, you need to be sure that the members of your team are right for the job and that the roles they fill are aligned with your overall strategy. That’s what we’ve been talking about in our last few posts, and now we’re shifting gears a bit to further explore how you can use assessments to guide employee development so that your people are consistently performing and form the team you trust to get the job done.
We now allow Administrators to create custom performance journal types to meet the needs of your organization.
When it comes to understanding how your employees tick it is helpful to look at the characteristics and experiences of their generation. That may be particularly true for the group born between 1978 and 2002: Millennials.
What do you know about your employees? Equally important: what do they know about themselves?
Employee assessments are mutually beneficial: they provide the employee with valuable information that they may not realize about themselves and your managers with greater insight into the employee’s mindset. Such knowledge provides a foundation for further employee and, by extension, organizational development. Here’s how that works:
- Organizations that want to make an impact and to contribute to their communities need a passionate, collaborative spirit and effective teamwork in order to succeed.
- True collaboration requires team members who share a common goal and have the relationship-building skills to help the team run smoothly.
- To develop relationship-building skills an individual needs self-awareness; when a person is tuned-in to who they are and how they operate they are better equipped to understand and relate to other people.
- Assessments yield information about a person, thereby increasing that individual’s self-awareness.
People love rhythm in the midst of change and chaos. Let’s face it: most of us are paddling as hard as possible to keep up with all of the internal and external demands of business. Creating a simple feedback rhythm with our people can make all of the difference in gaining credibility as their leader, and it doesn’t need to take a lot of time. First, we must change our mindset so the rhythm can flow in a new open space for feedback.
We have been talking a lot lately about gaining buy-in and developing manager rhythms for the performance review and planning process. What if you have done it all, but it still isn’t working? What if managers are still not following the easy performance review steps, not giving feedback, and not using the many great tools that you have put in place?
BLOOM® has the capabilities to track and assign a variety of expectations to employees. While the system is flexible enough to handle nearly any structure, how we define different types of expectations is important to distinguish. Below we identify common types of expectations that are often assigned to employees. Then we define them from our perspective and explain how they are stored in BLOOM to integrate into each employee’s personalized performance plan review.
With the fluctuations in today’s economy, job market, and global relationships it’s no surprise that employees are at least uneasy if not downright stressed. Too much stress can be problematic to a person’s health and well-being, and as an employer you can help control some of the factors that lead to employee stress.
We’ve said it before -- in fact we said it in a recent blog post -- but we have to say it again because we truly believe that it’s the key to your business success: your people are your most important asset. We have seen time and again that the right people matched to the right roles, aligned with the right strategies, yields maximum productivity and profitability.
Research studies have shown that 73% of companies that have a clearly outlined strategy have managed to achieve their growth goals. Imagine how much smoother the processes could be and how much greater a percentage would succeed if strategy and workforce development were in sync. By tending only to strategy or only to employee development, businesses fail to fire on all cylinders and reach peak performance.
Your employees are your greatest asset, and they will best thrive in environments that nurture and grow their skills without petty distractions. Part of your job is to foster that environment, which includes striking the right balance of intimacy and accountability.