000			04199cam a2200385Mi 4500
001			on1032506888
003			OCoLC
005			20240726105211.0
008			171220s2017 maua ob 001 0 eng d
040			_aYDX _beng _erda _epn _cYDX _dOCLCO _dOCLCQ _dNT
020			_a9781633692794 _q((electronic)l(electronic)ctronic)
050	0	4	_aHF5549 _b.H374 2017
049			_aMAIN
245	1	0	_aHBR guide to performance management.
246	3		_aHarvard Business Review guide to performance management
246	3	0	_aPerformance management
260			_aBoston Massachusetts : _bHarvard Business Review Press, _c(c)2017.
300			_a1 online resource (ix, 244 pages) : _billustrations.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aHarvard business review guides
504			_a2
520	0		_aAre your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding--and falling short--is a pivotal part of ensuring you have the right talent to meet organizational objectives. In order to work with your people and effectively monitor their progress, you need a system in place. The HBR Guide to Performance Management provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization. You'll learn to: Set clear employee goals that align with company objectives Monitor progress and check in regularly Close performance gaps Understand when to use performance analytics Create opportunities for growth, tailored to the individual Overcome and avoid burnout on your team-- _cProvided by publisher.
505	0	0	_aIntroduction: Performance management for a new age of work -- _tSection 1. Goal setting: The characteristics of effective goals: Make them clear and specific, achievable but challenging -- _tDefine employee goals -- _tand decide how they're measured, fit the needs of the individual and the organization -- _tCollaborate with your employee to create a plan for moving forward : steps to accomplishing objectives and adjusting as necessary -- _tSection 2. Ongoing performance management : Assessing performance isn't a one-time event : note good and bad work, and identify root cause -- _tMake a habit of providing feedback : discuss your observations with your employee -- _tCoach your employee to close performance gaps : ask questions to help them solve problems and master new skills -- _tHow to keep your employees motivated : recognize good work and encourage progress -- _tSection 3. Developing employees : Understand your employee's wants and needs : know what your direct report aspires to -- _tExpand your employee's skillsets : basic tactics to learn new areas of expertise -- _tCraft a development plan : define a specific path for future growth -- _tHow to develop someone who's struggling : good performers aren't the only ones who need to grow -- _tSection 4. Formal performance reviews : The case against (and for) annual appraisals : how companies are changing the way they look at reviews -- _tAssess performance, but reconsider ratings : take an individualized approach -- _tHow to conduct the review conversation : tips and tricks for a productive discussion -- _tDefine new goals for the new year : adjust objectives for continued growth -- _tSection 5. Tough topics: Responding to the steady worker : what to do with your stalwarts -- _tPreventing burnout on your team : make sure your people aren't running out of steam -- _tManaging performance of remote employees : from giving feedback to annual appraisals.
530			_a2 _ub
650		0	_aEmployees _xRating of.
650		0	_aPerformance _xManagement.
655		1	_aElectronic Books.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1798591&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHF _m2017 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c92391 _d92391
902			_a1 _bCynthia Snell _c1 _dCynthia Snell