Stay on top of the main trends and best practices in HR and Performance Management with Qulture.Rocks!
Since starting Qulture.Rocks, we've noticed a gigantic opportunity in helping companies implement some system that could serve as a management backbone around which everything in the company could revolve and organize.
Performance appraisal is a structured assessment of a team member's individual performance over a given period of time, the goal of which is to improve the company's performance by improving employee performance.
A habit I can say I have nailed is reading a lot [2]. People always ask me what I do in order to read so much. So I thought about writing a bit about that. In order to read a lot, the first thing I do is to always be reading.
Leaders don't get a lot of feedback at work, at least not from their direct reports. I know how hard it is to give feedback to a manager - I've been there - and can't imagine how hard it can be to give feedback to the CEO of the company[1], the role I'm currently in at Qulture.Rocks.
The answer is "yes and no." Cultures happen, and every company has one. But very few companies have taken this matter with their own hands. Why not shape, nurture, and steer the company's culture?
It all started with the fathers of management, Taylor and Fayol, who began to face management as a science. They pioneered measuring the times and motions of production line jobs, correlating that to productivity (basically output per unit of input), and then formulating hypotheses about how to improve these results.
Goal-setting has historically been used in the corporate world for two main purposes: to motivate employees (efficiency) and to assess their performance.
As it becomes clear by books like Work Rules and How Google Works, the company continuously iterates on people practices, based on uniquely huge amounts of data, gathered among its more than 50 thousand "smart creatives", employees in the fields of engineering, design and sales, all handpicked at the world's top universities.