First MonthsFirst months
Against the odds: Performance management that works
- Published on 25 Jun 2012
- Lydia Cillie-Schmidt
In some organisations the feeling of doom happens once a year, in most organisations twice a year and in a few others more regularly than that. You just have to walk into a government office where the performance management process is still compliance-driven and paper-based to see the despondence on the face of the person pushing the trolley with all the paper. In general, performance management is viewed as a necessary evil and most people dread the process.
The evolution of performance management: From stick to coaching
- Published on 25 Jun 2012
- Lydia Cillie-Schmidt
Claire’s heart was beating fast as she approached her manager’s office. Today was time for the dreaded performance appraisal. Last year her manager caught her off-guard and discussed things that he thought she performed poorly in throughout the year. She wondered why he could not have told her earlier. Her self-esteem was in tatters after the meeting and to add insult to injury, she did not receive a performance bonus and only a marginal increase! She was wondering what type of surprise lay in store for her today and seriously considered calling in sick.
Performance Dialogue: A Vodacom Case Study
- Published on 25 Jun 2012
- Lydia Cillie-Schmidt
Vodacom Group Limited (Vodacom) is an African mobile communications company providing voice, messaging, data and converged services. From its roots in South Africa, Vodacom has grown its operations to include networks in Tanzania, the Democratic Republic of Congo, Mozambique and Lesotho. Vodacom is majority owned by Vodafone, the world’s leading mobile telecommunications group and is listed on the JSE.
Don’t restructure: Reconfigure and improve your organisation's performance
- Published on 25 Jun 2012
- Terry Meyer
As a consultant, I often get asked to review an organisation's structure. The structure is seldom the reason that an organisation or department is not performing. It follows that, on its own, restructuring is rarely a solution to the problem. In many organisations, continuing rounds of restructuring to improve efficiencies also results in change 'fatigue' and there is a limit to the benefits that can be realised over time.
Building a high-performance culture
- Published on 25 Jun 2012
- Dave Sorour
For organisations worldwide, the challenge of creating and sustaining an effective performance culture, where employee behaviour and performance are aligned with the organisational strategy, and where the work environment fully mobilises human capital - is a critical factor in providing a strategic edge in the fiercely-competitive global marketplace.
