Today most organizations are being faced with the challenge of cutting budgets by streamlining processes, re-evaluating key products and services and evaluating employee numbers and performance.

We only have to look to our unemployment rate, which is the highest it has been in 25 years, to know that the answer for many has been simply to cut employees. The question I would ask is, “Can you cut to success?”  Will merely reducing the number of employees (your talent) solve the budget crisis or is it just a band-aid?  In his book Good to Great, Jim Collins addresses the fact that we need to get the right people on the bus and, perhaps just as important, get the wrong people off the bus.  Unfortunately, some of the right people have been kicked off the bus as a casualty of budget cutting.
 
Who Stays, Who Goes and Then What?

Managers today have a long list of responsibilities beyond the primary task of managing a team of employees and their performance.  Many managers also are faced with the task of deciding who stays and who goes and then are required to manage, motivate and track the performance of those who stay.  Managing talent through a formal performance appraisal process is nothing new.  Typically formal performance appraisals occur once or twice a year with the employee receiving very little or no performance feedback between formal appraisals.  Why?  Bluntly put, managers have multiple demands on their time, but without clear and consistent communication, employees struggle with self-management and may not perform at desired levels of performance or may become partially or totally disengaged from their work.

Without clear and consistent communication, employees struggle with self-management. As the fast-paced workplace puts a strain on time, how can we ensure effective communication is
maintained? Managing Performance Priorities® is the solution for managers and employees to stay connected and work effectively as a team.

The True Value of Talent Management

Beyond salary, there are many important aspects of talent management that are often not tied to the bottom line. Yet, “dollarizing” the value of talent management is vital to bottom-line analysis. In a study on over three million employees, Gallup found that over 70% of Americans who go to work are not engaged.

• What is employee disengagement costing your company?
• How can you calculate this cost?
• How can you manage your talent to get results and the needed ROI?
• How do you track an employee’s performance and give frequent and useful feedback?
• As the fast-paced workplace puts a strain on time, how can you ensure effective communication is maintained?

• Managers and their team can become more effective in working toward the common goal
• Everyone stays on track
• Eliminates employees standing around, waiting for their manager to give them the next assignment
• Employees will have the comfort of knowing their plan of action is approved before they begin work
• Time wasted on the wrong tasks is significantly reduced and no longer causes frustration and loss of productivity
• With 24/7 online accessibility, distance is not an issue and is ideal for multiple locations, territories, or even world-wide
• Personal accountability is held by everyone involved, employee and manager

IMPORTANT NOTE:  Managing Performance Priorities® is not a performance appraisal system and does not replace any current performance appraisal system that you may be using.  It is a companion tool that supports your current performance appraisal system by tracking on-going performance and facilitates on-going communication and performance feedback.

Other Solutions:
ASSESSMENTS     STRATEGIC MANAGEMENT    BUILDING HIGH PERFORMING TEAMS      TALENT SELECTION

MANAGEMENT TRAINING SYSTEMS, INC.
P.O. Box 11806
Glendale, AZ  85318
Phone:  623-587-7644  800-815-6143
Fax:  623-587-1638
info@organizationalstrategist.com