How are companies bringing performance feedback forward Viewpoint careers advice blog

How are companies bringing performance feedback forward Some organisations are now adopting entirely new approaches to performance assessment that go far beyond simply scrapping the annual appraisal. In the latest Hays Journal, we explore why feedback is changing. Performance management is changing. In previous issues of Hays Journal, we’ve explored how businesses were turning away from the annual appraisal in favour of more frequent feedback, but some are now considering how entirely new systems or approaches might be beneficial. In recent years many companies â€" including Adobe, Accenture, Gap, Microsoft and Medtronic â€" have transformed their performance review processes in ways that go beyond simply getting rid of appraisals. Deloitte’s 2017 Global Human Capital Trends report found that 79 per cent of executives believed reforming performance management was a top priority. Professor Sir Cary Cooper, President of the Chartered Institute for Personnel and Development, says: “The best way to give constructive feedback is continuously.” But he acknowledges that this should be part of a rethink of the entire process, from objective-setting and assessments to incentives and compensation. Wake up to the age of change What is behind this drive to transform performance management? Alastair Woods, a partner for reward and employment at PwC, explains that it’s partly down to the way the nature of work itself is changing. “In the old world, you had teams working with one line manager, sitting at desks across from each other,” he says. “That model has been disrupted. We now work across teams globally, in matrix organisations, reporting on multiple projects to multiple stakeholders.” At the same time, there has been a generational shift, with millennials beginning to affect the management science of the future. Woods adds: “They have grown up with instant feedback and recognition from social media platforms such as Facebook, so they tend to want more regular and open conversations about their performance.” He believes this in itself requires a change in performance management. “Measuring performance, providing feedback and setting goals is much harder,” he says. “It requires constant communication in real time with several managers, which cannot be done in one year-end appraisal.” The Deloitte Millennial Survey 2018 backs this up. One-third of millennials believe improving staff skills should be a business priority â€" more than the proportion who believe profit is important. Similarly, the Hays What Workers Want Report 2018  found that 39 per cent of employees of all ages would decline a job that did not offer professional development. With millennials now occupying a swelling number of leadership posts, their influence on the future of performance management is unquestionable. So, what should this new process look like? Use technology to engage and retain Global networking company Cisco has used technology to transform performance management, ditching annual appraisals and ratings in 2018. Jennifer Scherler-Gormley, HR lead for the UK and Ireland, explains that they disenfranchised a great proportion of the workforce. “Ratings stuck a label on someone for a year, regardless of how much their performance increased, or decreased, in the 12 months,” she says. A digital platform now enables weekly feedback on the performance of Cisco’s 74,000 employees â€" including managers â€" to be provided. They answer set questions, which take just a few minutes, via Cisco’s own video conferencing system, an online chatroom or in person. Objectives are provided continuously instead of yearly. The increase in the quantity of data â€" such as what workers loved or loathed about their week, and whether they feel they added value to a project â€" has helped Cisco identify high-performing teams, whose success can then be emulated across the company, which operates in 96 countries. “Leaders and employees who regularly check in with each other have demonstrably higher levels of engagement than those who don’t because they are more motivated and better understand their goals,” explains Scherler-Gormley, citing internal surveys. As employees are more engaged, they are also more likely to stay for the long term; Cisco’s retention rate has improved since 2015, partly as a result of the new performance management system. “When we talk to potential recruits, our performance management is something they find attractive”, says Scherler-Gormley. “It’s a differentiator. It helps us attract people.” Work with data to tailor feedback So how can businesses focus on the quality rather than the quantity of performance data? Tom Loeffert, HR Director for EMEA at SAP Concur, believes data collected for performance management must be specific to employees’ roles; for example, revenue in the case of sales staff. At SAP Concur, this enables tailored career development plans to be put in place. “They can help employees maximise individual strengths, which can drive higher performance, rather than providing feedback with no practical application,” Loeffert says. Richer datasets can also be used to change the way we deal with poor performance. At Hootsuite, the social media management company, there has been a concerted effort to spot lower performers and course-correct more quickly. Matthew Handford, Senior Vice President of People, says: “With our new performance management system â€" having weekly or bi-weekly conversations â€" it’s a lot clearer when you are performing and when you’re not. The in-the-moment feedback levels are higher.” Hootsuite removed employee ratings from its global performance management process in 2016, and it does not conduct annual appraisals. In addition to more frequent conversations, employees’ priorities are now updated more quickly to fit changing business needs. The way companies have traditionally measured employee contribution is changing, too. Some organisations are aligning performance management more closely with business goals. This may mean making decisions on pay, promotion and other rewards using non-business-related metrics in addition to KPIs, for instance. Patagonia, which sells sustainable outdoor clothing with a focus on responsible business practices, is one company that has embraced this method of allocating rewards. Evelyn Doyle, HR Director for EMEA, explains that pay is determined by factors including the impact generated by an employee’s role. On the topic of hiring to fit she says: “We believe that a candidate can be the best in their field, but it’s never going to work if they don’t match our culture,” which is focused partly on using business to solve environmental problems. “Therefore, we place a high value on how people embody the spirit of Patagonia.” Embrace a more objective approach Scherler-Gormley at Cisco believes we should remove some subjectivity from the reward-allocation process. She explains that the company’s managers now make decisions on bonuses using more recent performance data, rather than pay ranges being determined by often outdated annual ratings. “This can lead to more objective and fair decision-making,” she says. However, one barrier to Cisco’s transformation was leaders who were resistant to change; she says some were uneasy about the responsibility of allocating financial awards. “It isn’t for the faint-hearted,” she acknowledges, “but it has made managers more accountable to employees who are disgruntled by their bonus. Managers can’t blame the ratings anymore.” Arguably, the type of performance management model an organisation will embrace depends on its culture. For Patagonia, which has 170 employees in EMEA, the key challenge was harmonising its process across regions that sometimes use different languages and communication styles. Doyle explains: “Employees use our performance management tool in different ways; how do we evaluate these approaches in a standardised fashion?” It may be too early to tell, but part of the answer could lie in the data itself. “It allows us to see how employees use the tool to connect to others. We are finding out who is seeking feedback and trying to understand what the drivers are,” she concludes. Perhaps most importantly, Nathan Sloan, Principal in Deloitte’s human capital practice, advises organisations to allow performance management to evolve and flourish over time. “There is a growing desire for agility,” he says. “Although there is a trend to do away with the annual appraisal that is far from the end of performance management reforms.” Indeed, from fairer pay decisions based on access to new forms of data, to more frequent goal setting to change how we deal with poor performance, many companies are now rethinking feedback entirely. Did you enjoy this blog? Here are some more Hays Journal blogs: How One Young World are finding the leaders of the future Should more organisations be celebrating failure?   Diversity in the Finance sector: Starling Bank make a flying start

Free Contemporary Dancer Resume Template

Free Contemporary Dancer Resume Template Free Contemporary Dancer Resume Template Is it accurate to say that you are prepared to find an extraordinary moving activity at a contemporary organization? Provided that this is true, youll need the contemporary format to feature your abilities and gifts. The contemporary format centers around featuring your ground breaking in the move domain. On the off chance that youve ever been a pioneer or experimenter, youll have a lot of opportunity to show it with this resume format. On the off chance that you are applying to an organization that highly esteems ground breaking, this is the format for you.Create ResumeCustomize ResumeWhat to Include in a Contemporary Dancer ResumeWith the contemporary layout, you need to feature your ground breaking disposition with respect to your move specialty. On the off chance that youre an educator, talk about the new learning methods you brought into the study hall. In the event that youre an artist, incorporate proof of your experimentation with new styles. With this resume, don't hesitate to get inventive with the arrangement and introduction. Make sure to concentrate on your benefits and experience. Utilize the areas above to begin with your resume, however don't hesitate to include pertinent segments varying. Basic extra segments are accomplishments and expert credentials.Common Resume Fails: Mistakes to AvoidLack of Proofreading: For a contemporary resume, editing implies getting grammatical errors and organizing blunders. In the event that youve made realistic or unique arranging, think about sending your resume in a PDF to save the configuration and plan on any computer.Lack of Focus: Dont get excessively made up for lost time in the experience of a contemporary resume format. Your resume ought to at last feature your most convincing abilities and encounters as a dancer.No Bullets: Paragraphs and square organizing make your resume outwardly unappealing and hard to peruse. Tidy up your organization for simple filtering utilizing visual cues where you can. This wi ll make it simpler to gather data from your resume at a glance.No Keywords: What sort of artist is your optimal business searching for? Incorporate catchphrases that apply to your optimal position. For instance, you may distinguish yourself as an Experienced Jazz and Modern Dancer to guarantee you pull in the correct work offers.Negativity: Remain totally positive all through your resume. Regardless of whether you are somewhat stressed over your capabilities, venture certainty to draw in managers to your resume. With the correct tone, numerous businesses will allow you to shine.Unnecessary Information: Leave off any data identified with your leisure activities or individual interests. In the event that you have move understanding, you can consider barring random occupations held during school or auxiliary school. Additionally, dont remember references for your resume; these ought to be a piece of a different archive and gave just when asked for.Resume Content Jason Williamson 213 St eep Hill Drive, Peter Township, NY 11111 555.555.5865 jwilliamson@anymail.net Summary Experienced Dancer with 15 years of traditional artful dance preparing and four years of expert involvement in a flourishing expressive dance organization. Test craftsman acquainted with wide scope of contemporary styles. Solid capacity to learn movement rapidly and fantastic stage execution. Looking for work with contemporary artful dance organization with open doors for proficient turn of events and headway. Features Classical and Modern BalletJazzTapHip HopBallroom Dance StylesExperience Dancer 1/1/2014 6/1/2016 777 Modern Dance Company Peter Township, NY Performed trial moves including moderate hypothesis. Taken part in discretionary improvisational move ace classes. Actualized new arranged act of spontaneity procedure for stage exhibitions. Teamed up with head choreographer on winter appear. Artist 1/1/2011 12/1/2013 TTT Dance Company Copper, NY Danced in the ensemble during all occasional pro ductions.Traveled with the versatile organization to perform around the East Coast.Choreographed trial pieces for companys Upcoming Artists exhibition.Acted as right hand stage supervisor during summer productions.Attended discretionary movement ace classes.Maintained tidy up and slick practice spaces for the organization. Training Bachelor in Dance PerformanceJack C. James Colleges of the Arts, Copper, NY

The Newly Leaked Secret to Resume Writing Service Austin Texas Uncovered

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Startup QA Seth Sternberg, Co-Founder CEO, Honor

Startup QA Seth Sternberg, Co-Founder CEO, Honor Startup QA: Seth Sternberg, Co-Founder CEO, Honor Image Source: HonorUS  entrepreneur  Seth Sternberg is no newcomer to business, famously having sold his messaging service, Meebo,  to Google for a reported $100m, but his latest venture is based around helping senior citizens to live safely and comfortably at home.Honor is an ambitious service for seniors, their families and in-home caregivers, providing tailored, flexible non-medical home-care for seniors’ specific needs, as well as maintaining a focus on caregivers and care professionals.The company, based in San Francisco, is pitched as “the most complete redo of home care you can imagine”, and uses a combination of rigorously screened care professionals and proprietary app technology that makes it easy to manage non-medical home care for parents and grandparents.Launched in mid-2015, Honor has retained a vital core of care professionals through such measures as employing them either full-time or part-time; benefits, higher rates of pay and equity incentives; and opportunit ies for training and career advancement.The future looks bright and Honor recently announced a new partnership with the US National Parkinson Foundation (NPF), securing special training programmes to ensure Honor care professionals can deliver the highest level of in-home care for people with Parkinson’s disease.Seth Sternberg  recently agreed to sit  in the  AGENT Startup Hotseat to answer questions about his career to date. (adsbygoogle = window.adsbygoogle || []).push({}); 1. Very simply, what does your company do?Honor  is the home-care solution that helps older adults continue to live and age in their own homes with greater joy, comfort, and grace. We combine the best care professionals in the industry with proprietary app technology that modernizes the entire home-care experience making it easier to schedule and manage personalised non-medical home care for our parents and grandparents.2. What was the ‘Eureka!’ moment?I was visiting my mother who lives across the count ry and noticed she wasn’t driving like she normally does. It got me thinking about how I’d care for her as she ages at home. I did some research and found the senior care industry is broken. Technology can help streamline processes for coordinating care and improving communication and transparency between caregivers and families. But a new model that empowers care professionals to thrive in their jobs is as important as providing access to technology tools.   At Honor we have ‘Eureka!’ moments all the time. There’s a lot we can do to innovate and improve the lives of caregivers and of people like my Mom who deserve personalized care in the home. (adsbygoogle = window.adsbygoogle || []).push({}); 3. What were you doing before starting?I was the co-founder and CEO of Meebo, a web communications platform that reached $50M in revenue and close to half the US internet population before being acquired by Google. At Google, I became product director working on the Google+ platf orm and GoogleX.4. How are you funded?Honor is backed by an A-list group of private investors including former elected leaders, celebrities and iconic entrepreneurs, such as Honor board member Marc Andreessen of Andreessen/Horowitz; Senator Bob Kerrey; Jessica Alba; Cash Warren; Jeremy Stoppelman (CEO of Yelp); Ron Johnson (creator of Apple Stores), and Max Levchin (co-founder of PayPal). (adsbygoogle = window.adsbygoogle || []).push({}); 5. What advice would you give to other entrepreneurs starting their own company?Technology cant solve everything. You have to make sure you stay focused on creating technology that ultimately improves lives. For example, our technology not only helps our parents and grandparents age in their homes, it also helps care professionals become better at what they do,  so they can grow, thrive and take great care of their own families.6. What item do you never leave the house without?I cant leave home without my phone and my bike pump.IMAGE SOURCE: Honor