November 24, 2014

Are You at One of the 90% of Companies that Does What Everyone Hates?

Yep, talking about the annual performance review.

Performance Review Time

It’s Coming Up. How Do You Feel About It?


Studies show that not only do employees generally dislike this exercise but so do managers and even the HR department. Time for some disruption – ya think?

The Perils and Perturbations of the Performance Review


There’s some great reading on the perils and perturbations of the performance review. As a recap, they tend to pit people against each other, and they are predominantly backward looking – two things no company ought to be focusing on at the detriment of building collaboration and communication, making forward-looking plans, and retaining top talent. These are some recommended reports/articles:


Behold The Entrenched — And Reviled — Annual Review

By Yuki Noguchi

“Performance review season is nearing, and if that makes you break out into a cold sweat, you’re not alone. Studies show between 60 percent and 90 percent of employees, including managers, dislike the performance evaluation. Some companies are starting to look at alternatives, but the performance review is pretty entrenched.”


Get Rid of the Performance Review!  

By Samuel A. Culbert

“You can call me “dense,” you can call me “iconoclastic,” but I see nothing constructive about an annual pay and performance review. It’s a mainstream practice that has baffled me for years. To my way of thinking, a one-side-accountable, boss-administered review is little more than a dysfunctional pretense.”


An Alternate Strategy: Cultivating and rewarding passion and engagement


So since performance management is important, but performance reviews aren’t creating the passionate and engaged people you want in your company, what is the answer?

Companies are trying different approaches. Here are some that might be of interest to you:


Juniper Networks is turning words on the wall into behaviors in action.

Juniper Networks replaced the performance review with a “conversation day” that has achieved a record 93% participation, and 66% of participants found it “helpful” or “extremely helpful”. The semi-annual conversation day has employees and managers sit down to discuss areas for improvement and opportunities for new growth, set goals aligned with employees’ career aspirations. And importantly, there are no rankings and ratings associated with performance measurement. One of the positive results is that Juniper retains more top performers now.


Why Adobe Abolished The Annual Performance Review And You Should, Too

By Drake Baer

“When Donna Morris joined Adobe in 2002 as a senior director of global talent management, she noticed that the annual performance review, such a central part of the human resources job she had been hired to do, wasn’t much of a resource to the humans it served.”


A Systems Thinking Alternative to Performance Reviews          

By Steve Rogalsky

“A refreshing discussion of what can be influenced and how much can’t by individual performance, and how to elicit it. An experiment with a conversation aimed at pulling out the performance goals of employees by having a conversation and asking: What are you proud of? What do you want to learn or improve this year? What part of our team’s system is preventing you from doing your job better? What should we improve or change? How is the company enabling or inhibiting you from achieving your best? What do you need from me? How can I help?”


Suggesting an Alternative to Performance Reviews

By Josh Patrick

“Instead of one annual review, I suggest setting up regular, one-on-one coaching sessions with your direct reports. The sessions should run from 15 to 45 minutes and should be held every three to four weeks. The goal is to have a continuing conversation aimed at helping employees become great at what they do.”


What do you think?


What kind of performance review does your company use?

Do you like it?

What would you choose to use if you had the choice?

If you think there’s a better way, share this!


September 1, 2014

Creating a Blue Ribbon Company Culture


By Heidi Clark & Rob ReevesRob Reeves & Heidi Clark - Creating a Blue Ribbon Company Culture

Feeling the Love?


“When you are doing it right, your staff will let you know,” asserts Rob Reeves, CEO at Redfish Technology – an award-winning nationwide tech recruiting company. “If you aren’t hearing appreciation and feeling the love, you need to take a look at what you are creating.”


Return on Investment


The focus on company culture is an investment worth making on many fronts.

Attracting and retaining talented, dedicated staff is all the more easy when people know about your company and want to work for you. “Recruiting is a tough business, and it takes very intelligent and motivated professionals to do the job well,” reflects Heidi Clark, CHO at Redfish. (more…)


July 28, 2014

What’s the Latest Emerging Code Your New Hire Better Know? By Meredith Dean, Executive Recruiter, IT Division

What’s the Latest Emerging Code Your New Hire Better Know?Meredith Dean, IT Recruiter

By Meredith Dean, Executive Recruiter, IT Division


Is Java the top code to know? C, C++, C# – ho hum. Python and Ruby are hot. What about R? Assembly, Scala or Shell? Picking a particular new “emerging” technology stack like Ruby on Rails, any of the MVC Javascript frameworks, Scala, or Solr, etc. means working with some cutting edge new coding.


But requiring the latest, emerging new code in terms of a hiring requirement definitely means that the talent pool available is going to be extremely small. And with quasi-fulltime employment, tech talent is already highly in-demand before you even start ‘stacking’ the technology deck against yourself. (more…)


June 16, 2014

Workforce Talent Survey By Monster Provides Fresh Insights

Insights from the Monster 2014 Employed/Passive Seekers Workforce Talent – Job Seeker Survey


Monster just published a new insights piece. This job seeker survey focuses on how job seekers view the current job market, their job satisfaction, and what will motivate their career decisions.


The top 1/3 of respondents were made up of: Information Technology/Internet Management (general), Clerical/Administrative, Management (executive level), and Healthcare professionals. The career level was 5% Executives, 33% Management, 50% professional, and 12% Entry. The majority had either a bachelor’s or a master’s degree. (more…)


February 3, 2014

What does the Gold Collar Worker Want out of Employment?

By Leah O’Flynn, Sales & Marketing Recruiter High Tech


Leah O'Flynn, Tech Recruiter

Leah O’Flynn, Tech Recruiter

Professor Robert Kelley of Carnegie Mellon University coined the phrase “the gold-collar worker” back in 1985 describing a new era of workers whose value is brainpower. “Gold” referred to the hefty salaries and profits that their minds and skills garnered.


Back in 1985, these gold collar workers were the young and college educated, who made up over 40% of the U.S. workforce at the time. Today, with increased outsourcing of manufacturing, the American workforce has increasingly become more service and value-added oriented.  The gold collar workers may now represent 70% of the workforce. (more…)

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