In my last post on when organizations care about careers, I talked about various things an organization can do in order to utilize their employees effectively and in the process, help employees realize their career goals. However, not all companies care about careers, and when they don't, individuals suffer. It is essential for everyone to … Continue reading Why do we work – When individuals care about careers
Tag: performance management
Why do we work – when organizations care about careers
In the last post on Career Stages, I described a few key attributes for evaluating career progression that organizations and/or individuals need to take care of if they want to effectively manage the career, esp. of their senior employees. Low engagement level, 'through others' contribution mode, and # of real working hours are key points … Continue reading Why do we work – when organizations care about careers
Why do we work – career stages and attributes
In my previous post on 'Why do we work', I talked about 4 levels of employees from the perspective of career and motivational stages: Entry Level Employees, Senior employees/frontline managers, Middle Managers, and executives. They differ in terms of how they manage their career and what motivates them to give their best to the organization. … Continue reading Why do we work – career stages and attributes
Career Paths for engineers – Being a Phase 2 IC
When I received my first performance review in as an individual contributor last month, after having been a manager for 7 years before that, it was revealing, to say the least. This prompted me to talk to a few other individual contributors I knew in the company, these discussions were very insightful. I also reviewed … Continue reading Career Paths for engineers – Being a Phase 2 IC
Appreciation at workplace
I was talking to someone from my last company and this came up: why is it that I don't get appreciated when I do a good job, but no one forgets to blame me when something goes wrong? It definitely sounded familiar to me: in every company I have worked so far, I have heard … Continue reading Appreciation at workplace
Effective 1-1s – Fostering trust and creating no-harm zone
Effective 1-1 is the cornerstone of a successful management career, and acquiring necessary competencies in order to have a great 1-1 with your reports is a great career enhancement technique. I have referred to this topic many times in my posts and have couple of posts devoted to this topic (see Managing 1-1s and Effective … Continue reading Effective 1-1s – Fostering trust and creating no-harm zone
How do you evaluate your performance?
Everyone I have met at workplace wants to make sure they are being evaluated fairly and are given right indications about the result of their evaluations. Most of the time, they rely on the process of evaluation that organization has put in place: manager feedback, acceptance and respect among peers, performance evaluation process, etc. The … Continue reading How do you evaluate your performance?
Performance Review – Weaving personal goals into organizational ones
Often times, setting goals for next year's performance review takes into account only organizational goals set by the manager for the employee. This misses an opportunity to set the goals in a way that could benefit the employee's career growth plan in the most direct way. As an employee, you should look at goals set … Continue reading Performance Review – Weaving personal goals into organizational ones
What do leaders/managers give to organizations?
This is performance review time, and naturally I am thinking about what I have done over the past year as a leader/manager to warrant any reward. It is always hard to figure this out, because all the work is done by an Individual Contributor, and so it is hard to be objective when evaluating the … Continue reading What do leaders/managers give to organizations?
See my previous post for background on this series of posts. The question we are attempting to answer is: How does someone (in this case, my friend Ravi who has 9 direct reports) set performance objectives for teams and individuals so that he does not have to spend too much time directing day-to-day activities? There … Continue reading Managing Performance