Write a article on better performance
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Problem: One of the most common mistakes in a performance review system is that it’s a one-way, top-down process. Managers do most of the talking, while the employee simply listens to the feedback given. There’s not much room for input from anyone else besides the manager.
Solution: Employ a 360-review system, where not only the manager is allowed to give feedback on an employee’s performance. Using self-reviews and peer-reviews allows for a number of different perspectives. This gives the employee more agency in their performance review and allows for more accurate feedback.
Alternatively, there are other ways to measure employee performance through less subjective metrics by focusing on output (e.g. net promoter score of customers, sales numbers or billed hours).
2. Problem: Performance reviews are done on a yearly basis, which is often too little, too late. Much like how a business is constantly changing, employees want a more continuous feedback system.
Solution: Instead of yearly performance reviews have quarterly or even monthly performance reviews. Set a frequency that is practical and reflective of company culture. For some, this can be quarterly reviews. For others, a bi-weekly or even weekly process may work better. Companies like Adobe, Deloitte, and GE are already doing this.
3. Problem: The recency effect. Often, especially when reviews are done on a yearly basis, managers base their performance on how an employee has performed recently. It’s easier for managers to focus on what’s fresh in their mind. However, this overlooks any positive or negative behavior that happened long ago.
Solution: Documentation is key here. Make sure that managers document the performance of an
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