In less than two weeks, we will welcome customers, partners and prospects to beautiful Miami, Florida to kick off our annual user conference, People 2012. This years’ event is going to be the most inspiring, engaging and dynamic event yet. At People 2012, attendees will have the exciting opportunity to learn about the latest trends [...]
In my earlier blog post, I talked about the significant role employee engagement plays in business performance and how research from Gallup shows that “companies with world class employee engagement have 4x higher earnings per share growth than their peers”. The same Gallup study also showed that “the US workforce loses $300B in productivity from disengaged employees”. As [...]
We all know that having a sound strategy is essential for business success. But, is clearly defining strategy enough to guarantee success for an entire organization, or does it require more? According to a study published in Harvard Business Review by Michael Mankins and Richard Steele, there is a wide gap between the projected results [...]
For many organizations, performance management fails to deliver the expected business results because it only consists of annual goal-setting and performance appraisal processes and do not tie performance review process to proper development and career planning for the employees. Organizations that identify employee’s development needs and support them on an ongoing basis as part of the everyday management process realize better business results.
Traditional Performance Management process with once a year annual appraisal does not work. Saba Impressions combines formal feeback with informal feedback from Social networks leads to better employee engagement.
@nametagscott said it right on Twitter on May 27, 2011: “To make a mistake is human; to reward one, divine. Next time one of your people messes up, love them anyway.” To put it another way, everyone has the potential to be better. So why do most companies that practice performance management fall into the [...]
During world war II, the Allied Air force was engaged in a fierce battle with their German counterparts over the Mediterranean Sea. From the Allied point of view, the goal of the campaign was to prevent the German supply ships from reaching the destination ports. At the start of the campaign, the allied pilots focused [...]
“One of the biggest success drivers in enduring organizations is their ability to rapidly and transparently move people from role to role, function to function, and business to business to tackle most critical business challenges.” — Bersin Research on Transparent Talent Mobility However, most companies have very primitive succession-planning processes. These primitive processes [...]
Once-a-year performance feedback is too little, too late!
Find out What is Social Performance Management? And how Social Performance Management turns demoralizing annual report cards into a constructive and engaging process.
Learn from the overview of Social Performance Management approach and how it fosters ongoing, collaborative conversations, timely actionable coaching and mentoring so that employees can improve their performance rapidly. It captures the 360 feedback that happens every day instead of completing formality with few chosen co-workers and builds a high performance culture where everyone’s feedback counts.
Discover the key benefits of Social Performance Management approach that helps you engage and mobilize high performing teams, guide them with actionable coaching based on ongoing social feedback, quickly improve performance, achieve rapid alignment and make direct business impact. Additionally, it helps you uncover hidden talent within the organization, create retention plans for them and reward key information brokers for their contribution above and beyond their duties to engage them further.
Uncovering hidden or undervalued talent can lead to big success for organizations. Often, just a sprinkling more information could lead to finding undervalued assets and disproportionately better outcomes. That additional tidbit of data often comes from the social feedback from the individual’s network. In 2002, the Oakland Athletics, with approximately $41 million in salary, were competitive [...]
