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- Type:
- Leading practice guides
A guide that looks at how to identify gaps in performance and develop solutions to bridge those gaps, to ensure that everyone in the organisation performs at their best.
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- Date:
- 7 July 2022
- Type:
- Podcasts and webinars
Managing a manager's performance can be a complex and high-risk process if you don't get it right. Darren Newman guides you through the compliance steps of a fair performance management process.
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- Type:
- Editor's choice
Our popular Policies and documents tool includes a selection of checklists to assist HR and line managers when holding some common meetings or hearings related to a number of key workplace processes.
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- Type:
- Leading practice guides
A guide that examines the use of job descriptions, the importance of updating them with the changing needs of the business and how to establish clear objectives to ensure people are set up for success. This is the second guide in our series on developing employee performance.
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- Type:
- Leading practice guides
A guide that focuses on the impact that strengthening employees' performance has on organisational success. This guide is part of a series of five guides on developing employee performance.
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- Date:
- 18 May 2021
- Type:
- Commentary and insights
Appraisals can be daunting for both appraiser and appraisee, but they can be especially challenging in a virtual setting, when non-verbal cues cannot be read so easily. Nikki Squire, facilitator and co-founder at Strevas, outlines some of the common concerns and how to overcome them.
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- Type:
- Letters and forms
A model letter to summarise the discussion from a 360-degree feedback session with an employee and set out what steps they can take to address the feedback.
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- Type:
- Letters and forms
A model letter to invite an employee to a session to discuss 360-degree feedback that has been compiled and decide what steps the employee can take to address the feedback.
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- Type:
- Letters and forms
A model letter to remind a peer, line manager or direct report (or other participant outside the organisation where relevant) to complete a 360-degree feedback form for an employee.
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- Type:
- Letters and forms
A model letter to invite a peer, line manager or direct report (or other participant outside the organisation where relevant) to complete a 360-degree feedback form.