The McKinsey 7-S framework was developed by two consultants working for McKinsey & Company in the early 1980s. The authors believed that traditional organisational change models placed too much focus on structure and strategy, and the consequences of this were that other important elements of...
It is important to differentiate between change management (the tools, processes and techniques used to help people progress through change), and change leadership (the style, attributes, values and behaviours of the person creating the momentum). The two processes are vital to implementing a change strategy,...
You have to believe in a single presupposition that you cannot, by virtue, lead something if you are not changing it. To lead has momentum, it has movement, it pushes on. For that reason, successful change is integral to good leadership. We have outlined the...
The modern-day employee is no longer simply motivated by their salary and, for this reason, organisations regularly attempt to incentivise workers with non-financial methods. This rapidly evolving trend was described by the Hay Group as ‘the primary vehicle in attracting and retaining talent” and a...
Nobody knows where you excel and where you’ve gone wrong better than yourself. Self-Appraisal is effectively a self-performance review, which can then be used as an integral part of performance appraisal. There are both important benefits and consequences that result from using Self-Appraisal. Such approach is useful...
We immediately relate to a Performance Review being negative – when it really doesn’t have to be. A performance review meeting isn’t a one way conversation that has to be dreaded. It is a cooperative formal conversation where challenges and successes are discussed, along with future...
Performance is a combination of ability and motivation. Line managers can be very quick to jump to conclusions, and make a general assumption that an employee is underperforming due to a lack of ability. This is not always the case, as it could be down to...
When discussing poor performance in the workplace, it is generally assumed that the employee in question is responsible for the low performance levels. However, Manzone and Barsoux (2002) believe that this is not always the case and it is possible the poor performance is being...
180° and 360° feedback describes the process of collecting feedback about an individual’s performance from sources from different areas of the business hierarchy. For example, a manager may be reviewed by other managers, members of their team and partners, as well as reviewing their own...
Peer appraisal occurs as it is often believed your immediate colleagues know more about your performance than your manager or subordinates. It is a relatively new concept, but has shown to reveal intricacies about individual performance that may not show up with more traditional methods....