The answers:
10 0 0 30 0 We have some goals…and so on
The question:
What percentage of a supervisor’s performance is evaluated on ability to be a good leader of people and developing talent.
10 0 0 30 0 We have some goals…and so on
The question:
What percentage of a supervisor’s performance is evaluated on ability to be a good leader of people and developing talent.
Surprised?
I knew it wouldn't be a high number but I did not expect to find so many 0% club members among a group of seasoned HR professionals working in well-established organizations.
Supervisors are appropriately rewarded when they meet performance targets related to revenue, cost, quality, productivity, etc. How many organizations measure and reward the managers that reduce the "scrap" generated by wasted talent, the hard and soft costs of turnover and vacancy costs? Likewise, how many are rewarded for improving employee understanding of the business, developing talent and building the leadership pipeline? i
Investing in people contributes to both the top and bottom line. Any organization, no matter how big or small, can develop leaders at all levels of an organization with very little financial investment. However, the investment of time is absolutely essential.
How can you move beyond a 0% manager approach in your organization?
Expect good leaders of people and reward them. Often we reward the manager who puts out a lot of fires more than the person who builds and maintains a strong team with consistently good work.
Set clear performance targets. A significant portion of a manager's performance assessment should be tied to effectively managing people and developing talent. I have found the ratios below to drive the desired performance
1/3 Functional management
1/3 People management
1/3 Goal attainment
Move beyond purely financial goals. Ideally each leader of people should have targeted goals in three areas
Improve department effectiveness
Expand individual leadership skills
Develop employees understanding of, and contribution, to the organization
Ensure accountability. Ensure each manager regularly discusses developmental targets with staff and ensures progress. At the C-level, make sure sufficient time is invested in personal developmental activities. Make sure your reward systems make developing others a priority.
Your investments will pay off.
I knew it wouldn't be a high number but I did not expect to find so many 0% club members among a group of seasoned HR professionals working in well-established organizations.
Supervisors are appropriately rewarded when they meet performance targets related to revenue, cost, quality, productivity, etc. How many organizations measure and reward the managers that reduce the "scrap" generated by wasted talent, the hard and soft costs of turnover and vacancy costs? Likewise, how many are rewarded for improving employee understanding of the business, developing talent and building the leadership pipeline? i
Investing in people contributes to both the top and bottom line. Any organization, no matter how big or small, can develop leaders at all levels of an organization with very little financial investment. However, the investment of time is absolutely essential.
How can you move beyond a 0% manager approach in your organization?
Expect good leaders of people and reward them. Often we reward the manager who puts out a lot of fires more than the person who builds and maintains a strong team with consistently good work.
Set clear performance targets. A significant portion of a manager's performance assessment should be tied to effectively managing people and developing talent. I have found the ratios below to drive the desired performance
1/3 Functional management
1/3 People management
1/3 Goal attainment
Move beyond purely financial goals. Ideally each leader of people should have targeted goals in three areas
Improve department effectiveness
Expand individual leadership skills
Develop employees understanding of, and contribution, to the organization
Ensure accountability. Ensure each manager regularly discusses developmental targets with staff and ensures progress. At the C-level, make sure sufficient time is invested in personal developmental activities. Make sure your reward systems make developing others a priority.
Your investments will pay off.