Featured Articles - Articles based on research and analysis in the field of
Performance Management
How To Assess and Manage Employee Learning Performance: Training, much like learning, is a process. Evaluation is an even more systematic process of figuring out if the
training you have implemented was effective and efficient, as well as if it was successful. So how exactly can we evaluate whether our training was effective for our employees’ learning needs?
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3 Steps to Excel in Lead Management Processing: According to surveys done in Western Europe, the quality of leads is one of the main problems of marketing. Understanding and implementing the binding mechanism related to how customers buy and not how we sell is the principal difference between the new and old revenue machines, especially with its completely different constructive concept, which gives that desired excellence energy.
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7 Questions to Ask during Performance Catch-Ups: Continuous performance management (known to some as agile performance management) requires regular catch-ups and regular performance coaching conversations with employees. Though the frequency of meetings is important, the content of these catch-ups is every bit as important. Coaching conversations and feedback sessions are meant to be meaningful and productive, with everyone involved being as engaged as possible.
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PERFORMANCE Magazine
Tools of the Trade - Frequently asked questions about Performance
Management tools.
Standardizing KPIs A Success Formula in Secondary Benchmarking Studies: Secondary benchmarking refers to a benchmarking study that is based on data which is accessible to the public and the comparison is usually done within a specific industry. Although less complex and much more limited, secondary benchmarking has specific advantages, as it is easy to deploy and it has the capacity to highlight key relevant aspects about the industry – trends or top performers.
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Financial KPIs How To Detect The Truly Key Ones?: Whether a business is considered a success or not is largely determined by its financial performance which is measured via a number of financial KPIs. So knowing that, how can we detect which are the truly “Key” indicators, i.e. those Critical Factors or Key Value Drivers that, if they change (for whatever reasons), they produce a chain reaction that leads to a material change in earnings, returns
and ultimately the value of the company?
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PERFORMANCE Magazine
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