Business and non-profits need to be in the same room figuring out how to make both work. Sometimes non-profits are taken for granted; it's going to be harder to dedicate a lifetime to them. I ran a non-profit company so I own nothing. I can't retire. If someone really dislikes me, I say, "Give me a pension, get rid of me."
Oct. 28, 2017 "How effective is your performance- management strategy?": Today I found this article by Bill Howatt in the Globe and Mail:
Organizations that have figured out how to make performance management work right for them report significant financial results and improved customer service and engagement over their competitors.
Managers who are expected to do performance management with 50 employees are engaging in an administration checkbox process, as there’s no time for meaningful interaction, reflection and relationship building.
This model’s success requires a minimum of 10 per cent of the typical manager’s time each month to focus on their employees. This doesn’t seem like a lot, but it has a massive, positive impact in relationship building, trust, growth and discretionary effort by employees, as they are grateful that the organization is investing in them.
People time: The primary goal is to increase the number of employee-manager interactions and communications that are relevant to the employee. A 12-month structured calendar:
Every month, a goal is framed for all employees in the organization to focus on with their manager. Managers are provided with a calendar and materials that can be used to facilitate each of the monthly conversations. This allows the organization to facilitate performance one conversation at a time.
Organizational aggregated results: The model allows for scoring that can act as a pulse check for where the entire organization is monthly with respect to impact and results. As well, annual metrics can be obtained for benchmarking. Organizations can use technologies to facilitate a model such as Performance 2.0 to make reporting seamless and easy for all involved.
Employee drives the structured meetings calendar: Each employee is accountable to set their own monthly meeting with their direct manager and to have their dates booked three months in advance. The meetings are typically anywhere from 30 minutes to 45 minutes, and the goal is to be focused.