Performance Planning For Managers Helpcard

by Robert Bacal

Performance Planning For ManagersThe first step for building better employee performance, reducing the pain of appraisals, and reducing your workload"Most managers can supercharge employee performance by PROPERLY using performance management techniques, but the problem is, they don't know how." Do you?Between 90-95% of managers lose the benefits of appraisals while creating discomfort for themselves and staff.It's true! Very few managers take advantage of the power of performance management to explode performance and create a powerful, committed and engaged workforce.How is that possible?The answer is simple and insidious. Almost all managers learn how to do performance appraisals by doing to their own employees what their previous bosses did to them. And, it doesn't work. In fact it makes things worse.We live in the new millennium and your Dad's performance appraisals do not reflect the realities of today's workplace. You cannot do it the "old" way and expect to harness the power of performance management and appraisals!The good news is......you can learn to use appraisals and performance management techniques * increase performance significantly * create a workforce that is self-monitoring and self-correcting, meaning less time you have to spend micromanaging. * reduce mistakes and errors. * improve employee engagement, shown to be the key to high performance organizations.The even better news is that......you can learn how to do appraisals and performance management quickly and easily, and you don't even have to read book after book on the subject. We've brought it all together for you, so you can START NOW.Start Now - Planning for performance may be the most valuable use of management time.Most people equate performance management with performance appraisal, that once a year meeting that everyone hates. That's the major reason why appraisals are so ineffective. In fact we suggest that managers spend as much or more time planning for performance than appraising it, because the returns are much greater. Proper planning results * Less need to micro manage, hence, more time. * Greater employee commitment and engagement. * Increased ease and comfort around performance appraisals. * Better coordination between company, department and individual achievements, and therefore better company performance.Performance Planning For Managers provides you with all the information and understanding you will need to complete this critical step of performance management, and achieve the benefits. All packed into something you can read in 20 minutes.ContentWe've taken the most important material from Robert Bacal's best-selling books on performance planning and boiled them down for busy people like you.It provides all the information you need to work with your employees to plan performance in advance, and set clear, measurable (usually) goals and objectives that the employee can use to guide his or her performance throughout the year. Further these goals and objectives are used as the reference points for performance review. Included on the * What Is Performance Planning? * Purposes and Benefits * By The End of Performance Planning * Getting It Done Right (including preparing for and conducting the performance planning meeting) * Process TipsYes, there's a catchSetting goals is the first step to gain the benefits from managing performance, but there is a catch.

19 pages, Kindle Edition

First published January 18, 2010

About the author

I spent far too long in school and higher education, studying various aspects of psychology, education and cognitive science. I finally left the nest, and ended up in Winnipeg, Canada teaching college teachers how to teach, then on to the Government of Manitoba.
About 20 years ago he started his own training and consulting business.
But the more interesting stuff is that in and around 1998, I was approached to write my first book with a major publisher (McGraw-Hill) on performance management.

It must say something for being in the right place at the right time, since what followed were opportunities to write a good many other books, for both McGraw-Hill and Alpha Press (Idiot's Guides).

I've actually lost count of how many books I've written -- it gets complicated when you consider different editions, translations, and books publishers stuck my name on without my actually having to write anything new.

What drives me is the ideas in books, putting things into plain English, and in effect, teaching via the written word.

Eventually, provided I live long enough, and ever get enough money not to worry about money, I'd like to write fiction. Until then I'm still going on the non-fiction stuff.

I love talking to readers, and potential readers, and I love talking about the subjects I've written about, since I don't write books unless I feel driven by my own interests.

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