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How to Move from Performance Management to Performance Enablement in 5 Easy Steps

Adapting to a post-pandemic way of working means HR and performance management have had to focus on introducing human-centred practices in relation to providing feedback and gaining performance insights. Human-centred practices involve regularly checking in with your people, devoting resources to growth and personal development and rethinking reward strategies. At Our Tandem, we enable organisations to put their people first by focusing on feedback, coaching and career development. That’s why we developed a bulletproof list of ways you can move towards a performance enablement mindset for your organisation.

  1. Realtime crowdsourced feedback

The concept of crowdsourced feedback is not new, peer to peer feedback has become popular and embed into many cultures. The key is to move it beyond positive praise only feedback to feedback that drives employee development. The real secret sauce is not in giving feedback, but in getting your culture comfortable with requesting it. Don’t underestimate the challenge, it’s much harder to request feedback than give it, it shows vulnerability, and most people don’t know where to start. That’s why we’ve put together coaching tips to help people get started on their journey. Turning it into a regular habit is your next challenge, clear nudging strategies to make sure it’s frequent and not sporadic or not focused solely on review time is key.

 

  1. Toolkits for Check Ins

One of the most dramatic changes in the last 2 years for the working world is that the barrier between work and life has blurred. On the upside, we see more of our whole selves come to work, less persona, more authentic. Here’s the challenge, with the whole self in the workplace, whole self-issues come clearly to life. Managers are no longer dealing with just goals and performance but are now, more than ever, faced with the real-world challenge of whole self-issues, such as work/life balance, flexibility, even mental health, and they are not prepared for many of these discussions that focus on the human behind the work.

It’s our role to get them ready for those and any other conversations. Coaching has never been a more needed skill, but we know that many of our managers aren’t born coaches. Training programmes can be difficult to roll out and don’t always deliver the long-term benefits. The key is to coach them before they take their next action, in the moment it’s most relevant. Coaching tips before you send feedback, attend your next check in, conduct your next performance review is the most efficient and effective means of embedding the new habits, all easily deployed through technology. Again, and almost ironically technology is delivering us more means of connecting and being human centric at the core.

 

  1. Performance Check ins

One of the things we hear time and time again from new clients is their desire to have a high performing culture, have their leaders have regular performance conversations with their people but wanting to avoid the cumbersome nature of the classic performance review. Thankfully there is a new solution that enables a great performance conversation but avoids the heaviness of the classic review. It forms its centre in the teachings of David Ulrich who comments that the days of the old performance review with heavy and uninspiring ratings may be gone but there is still a place for manager and employee discussing where they stand, being held to account for performance but in the most positive way. Performance check ins are a great solution for those who want that mid-way house between review and general check in but need accountability at the centre.

 

  1. Clear Measures of the How

Many organisations have brought their values and competencies to life in the performance review process. However, the age-old problem continued to exist, how you subjectively rate the how without reducing the discussion to subjective perceptions of an employee’s behaviour. New data points and means of assessing the how have emerged.

Based on a more structured approach, we can look at data patterns to understand both the perceptions of that individual and the realities too. What’s key is that the ownership over that data sits with the employee, they should understand how the data is formulating, who’s involved and how it can impact their self-awareness. Ideally the data should be presented in the most positive light with a focus on strengths that can be amplified and areas that can be focused on growth.

 

  1. Performance Review Enablement

And so, the debate rages on – to review or not to review. There is still a real place for a defined moment of time where manager and employee reflect on what’s gone well and not so well and what it might mean for that individual’s growth. The conversation still exists in most organisations, but it’s moved on considerably. No longer is the centre about the salary and bonus discussion but more oriented on the growth and untapped potential of that individual. Reviews are still a staple in most organisations but how they present and are run are very different. Coupled with that difference are the calibration processes that goes with them. Being replaced by people days we now have a solid basis to find opportunities to unlock the potential and accelerate performance, not just for the elite but for the wider organisation.

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Do you want to join some of the world’s best performing companies in availing of a HR platform that not only improves performance and engagement but also empowers your employees? If so,  book a free demo with one of our performance management experts today to see how Our Tandem can benefit your team and transform your performance management.

By now we all know the importance of employee engagement, for example, it can reduce staff turnover, increase productivity, develop better client relationships, and even impact company profits. However, it can be difficult to know where to start, that’s why we listed five questions to ask when setting up a first-class employee engagement strategy for your company.

  1. Are KPIs being reached?

A key indicator of employee engagement is the level of profitability of the company. Is the company hitting its revenue and earnings before interest, taxes, depreciation, and amortization targets and (hopefully) exceeding them? Remember, engaged employees are productive employees and that relates to profitability.

  1. Are you a trust-worthy leader?

Trust and transparency are two important traits when looking at employee engagement. A lot of companies tend to look at this through engagement surveys, but this goes together with HR leaders having trusted relationships with their employees. The data from surveys is important but for employees to truly feel comfortable giving their honest feedback, HR leaders need to be available, open to feedback and most importantly, empathetic.

  1. Are you in tune with your employees’ needs?

It’s always a good idea to be tuned in to the “vibe” of the office. Do this by setting aside some time to catch up with employees, across the hierarchy, at their workspace. Listen to what they feel and believe in to make the company a better place to work in. Implement their suggestions and then give them the credit for the benefits that arise from those suggestions.

  1. Are employees proud to engage with your social media posts?

A more modern and albeit unconventional way to gain insight into employee engagement is via social media. Employees that are actively engaged in the companies they work for are often seen resharing posts on major individual and organisational achievements on LinkedIn. Remember, when an employee wants to associate themselves with the company they work for, the way they work with it often speaks volumes.

  1. Are your employees comfortable providing feedback?

The best way to gain insight into employee engagement is to simply ask. You can conduct focus groups with employees from multiple departments to encourage open feedback. Or, to remove any anxiety around providing negative feedback, you can also carry out anonymous surveys to determine engagement levels and gather opinions. This allows employees to answer honestly without fear of retribution by management. By doing this you can also learn about what changes employees would like to see happen and implement said changes.

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Are you looking for a HR solution that improves performance management and employee engagement? If so, book a demo of Our Tandem with one of our performance management experts who will answer any questions you may have on your HR strategy.

Effective performance management depends on effective goal setting. Amid disruptions, isolation and remote working, employees need goals that enable them to effectively manage their work. According to research conducted by Gartner, when employee goals are aligned to the needs and goals of an organisation, employee performance increases by up to 22%.

Therefore, in order to see this increase in employee performance, organisations must establish an effective process for goal setting to help employees meet the ever-changing needs of the business, organise their work with colleagues and take accountability for results.

Start as you mean to go on with clear goals that drive business results and enable employees to be successful with these three simple steps.

  1. Help managers provide clear information for goal setting

To help their team set and align goals, you should provide managers with clear information about your businesses strategy and how it relates to their team members diverse roles. From this, managers should then give their team clear direction that translates that information into specific tasks and actions. Providing both this information and direction together enables employees to see the link between their work and the overall strategy for the company.

  1. Collaborate on goal setting for employees

Transform goal setting from a solo activity to a team activity. To do this, this requires several steps. To start, encourage individuals to share their goals with their teammates and ensure that everyone understands how their goals relate to each other. This ensures that they are equally accountable for achieving the results outlined in the business strategy.

  1. Encourage employees to regularly update their goals

In the wake of covid-19, organisations need to allow for flexibility with regards to the goal-setting process. This enables employees to build upon and evolve their goals as their roles and the business change. Have employees review their goals with their manager at quarterly meetings (in addition to the beginning of the year). Help both managers and employees identify triggers for adjusting goals, including changes in company or business unit financial performance, staff turnover or technology advances.

Source: Gartner

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Do you want to join some of the world’s best performing companies in availing of a HR platform that not only improves performance and engagement but also empowers your employees? If so, book a free demo with one of our performance management experts today to see how Our Tandem can benefit your team and transform your performance management.

It is often said that employees are the most valuable assets an organisation has. It’s their abilities, experience and knowledge that help a company achieve its goals. Therefore, it is important that organisations place an emphasis on employee engagement to build a better workplace culture. This can, in turn, reduce staff turnover, increase productivity, build better client relationships, and even impact company profits.

However, it can be difficult to know where to start when looking at an employee engagement strategy, that’s why we listed three areas you can focus on to make your journey easier.

  1. Allow employee’s greater autonomy

Autonomy is critical when fostering employee motivation. A culture of freedom and responsibility not only allows employees to pursue ideas they find enjoyable, it also allows them to strive to keep innovating as the organisation grows.

Allowing for greater autonomy can help boost employees’ sense of confidence. People tend to avoid work tasks they lack the confidence to complete; therefore, confidence is vital to encourage employees to initiate tasks that are more enjoyable.

To enhance employees’ confidence, consider a mentorship program. For example, Google managers receive just-in-time emails the Sunday before a new employee starts, which remind them to match new employees with a peer buddy and build their social network. This found that managers withing Google who followed the onboarding checklist had team members become fully effective 25% faster than those whose manager did not follow it.

 

  1. Connect your mission statement with employee values

Employees are more likely to feel as though they fit in at a company that stands for social change. If your organisation’s mission is to become the industry leader and nothing more, then it will be difficult for employees’ aspirations and values to fit in. Whereas, if your organisation’s mission is to have some societal impact then it’s easier for employees to align their aspirations and values with the organisation’s mission.

A great way to do this is to show how an employee’s work connects with the organisation’s purpose. Employees must see a connection between their day-to-day work and the organisation’s greater purpose. For example, an insurance agent might reframe their work as getting people back on track after an accident rather than simply processing paperwork.

For new hires, consider restructuring job descriptions to connect directly to the organisation’s mission. This will also ensure you hire candidates that align with your company culture and values.

 

  1. Reward employees with time-off – not just money.

Considering the amount of time the average person spends working, it can be incredibly rewarding for employees to be granted extra time-off (in addition of a bonus structure) for a job well done.

The need to reward employees with time is especially important since the pandemic increased the average length of the workday (an increase of 48 minutes per day according to one study).

One way to reward employees with time involves giving them extra mandatory time off. For example, you may decide to give employees an extra week off during a quieter time-period. Rewarding employees with time is an incredibly effective way to increase employee engagement.

You can also implement tools that discourage after-hours work emails. Employees often report that their email inbox can take up a lot of their personal time, so using a tool that allows people to pause the inflow of email notifications after hours can encourage employees to have more down time.

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Are you looking for a HR solution that not only improves your performance management but also increases your employee engagement? If so, book a free demo of the Our Tandem platform and one of our performance management experts will answer any questions you may have on your HR strategy.

30th August 2022 beqom, the total compensation management solution, today announced the acquisition of Our Tandem, a continuous performance management platform that drives people development through personalized feedback, coaching, and goal setting. This industry-first move aligns personalized rewards with meaningful behaviors, goals, and skills, transforming how companies reward and recognize their people, attract and retain top talent, and address pay equity and transparency. 

With over 65% of US workers and 73% of UK workers seeking new employment in the last year and increasing public pressure to address pay disparities caused by inflation, hybrid work, and other factors, companies can no longer hold on to outdated compensation and rewards models. In order to retain and attract employees, brands are shifting to a people-centric compensation approach and prioritizing tools that have a meaningful impact on the employee journey touchpoints while ensuring overall employee costs are transparent and optimized. 

The combination of beqom and Our Tandem provides a continuous performance and reward solution that offers personalized rewards aligned to real-time performance data and feedback, skills, behavior, and goals along the employee touchpoints, giving employees a feeling of purpose and engagement. This one-of-a-kind solution ensures that rewards are individualized, fair, and within budget through a powerful optimization and governance engine. 

Our Tandem was established in 2016 in response to a market gap for which there was no complete solution: total performance management software. Founded by Aisling Teillard and Clare Bonham – all HR experts and HRIT professionals – the platform was designed to be a comprehensive, sustained feedback solution that fosters more personalized, meaningful, and engaging experiences for both employees and managers. 

“Our Tandem has been a leader and a supporter of the shifting needs of individual organizations and the workforce, and we are ready to take our next step and join forces with beqom,” said Aisling Teillard, CEO of Our Tandem. “I have no doubt that the combined power of these two solutions will further transform how organizations manage and reward employees along their journey and build happier higher performing teams.”

“This acquisition represents an exciting step forward, not just because of the combination of the products, but because of the combination of the people. We found in the Our Tandem team a perfect match with the beqom culture,” said Fabio Ronga, CEO of beqom. “beqom’s vision has always been to help customers effectively leverage their talent to drive their business, so combining Our Tandem’s innovative continuous performance solution with our unique total rewards platform offers a true breakthrough in employee management.” 

The companies will continue to operate under their respective brands while placing focus on integrating and growing both the Our Tandem and beqom teams and accelerating the combined product roadmap.

The acquisition was led by beqom and Sumeru Equity Partners, a technology-focused growth capital firm that first backed beqom with a significant strategic investment.Venero Capital Advisors served as the financial advisor to Our Tandem.

About Our Tandem

Our Tandem’s dual purpose performance platform coaches both managers and employees to ignite and sustain workplace cultures that inspire. Designed to empower employees to unlock their potential and performance, while supporting managers to accelerate their coaching capabilities. Delivering an engaging experience, through crowdsourced real time feedback, regular check ins, configurable performance review templates and a unique 360 development experience, Our Tandem delivers a truly transformative performance management experience.

About beqom

beqom provides a cloud-based compensation management solution that unifies all compensation and rewards processes on a single platform, from salary and bonus to deferred incentives and sales commissions. Designed to meet the sophisticated needs of leading enterprises, beqom enables companies to attract and retain talent, engage and motivate employees, control costs, streamline processes, and ensure fair and compliant pay. beqom integrates seamlessly with core HCM software, providing the best-of-breed capabilities needed to implement effective compensation strategies worldwide, without compromise. beqom is used across all industry sectors by leading global companies.

Media Contact

Aisling Teillard |CEO | Our Tandem | aisling@ourtandem.com 

It is more important than ever for organisations to foster a sense of belonging in their employees. The feeling of belonging has become challenged over the past two and a half years as we’ve moved away from in-person interactions and found ourselves relying more on virtual meetings to stay connected with our colleagues.

HR and senior management must be aware of new demands when it comes to creating and sustaining a true sense of community within their organisations. This can be challenging in the era of hybrid working, whereby organisations are not only trying to increase the flexibility of working arrangements, but are also offering more remote working policies, which can decrease opportunities to experience the company culture in person when on the job.

We must embrace the fact that the typical idea of what we used to call a workplace no longer has any limitations. Instead, we can focus more on human needs and wants to stay healthy, productive, creative, social, and inspired. However, to address this, organizations need to combat three major challenges with remote and hybrid working:

  1. Workplace Socialising

Work is not just a job; it can also be the opportunity to have meaningful connections with other people. This can be the main reason why many people miss the office. Those who are eager to return to the office may experience a sense of belonging, or perhaps it is this sense of belonging that encourages them to return to the office in the first place. But what are employers going to do for those who can’t return, due to Covid or other personal reasons? If, aside from personal circumstances and constraints, people decide to remain at home or continue to work in physical distance from others, how can we truly cater to their need for meaning and purpose, and ensure that they feel included in the next chapter of the company’s cultural evolution?

Nurturing a sense of belonging while working from home is challenging. This should encourage discussions about what leaders need to improve upon to enable a relevant sense of community and culture while people are distributed and/or in different circumstances. People are, above all, social beings, and creatures of habit. But no matter how many virtual social gatherings we have added to our schedules, it doesn’t measure up to the real thing. People are longing for the connective tissue and social glue we once took for granted.

  1. Culture Fit

To elevate the importance of diversity, companies need to harness an inclusive culture where people feel valued and respected for their differences. Whether this is at work or in any other area of life people tend to gravitate towards what is simple and easy to understand. Therefore “culture fit” is a popular approach to hiring and promoting talent, it is a lot easier than diversity-inclusion-belonging. When you finally start to talk about the fact that diversity comes with a cost, things like hiring for culture add-on (ensuring that whoever joins adds something new to the team) rather than culture fit really come to life.

  1. Letting Your Culture Evolve Naturally

The temptation to cling to the past is strong. However, external changes (such as a pandemic) force cultures to evolve. And when cultures survive in the face of external changes, the temptation is to add to them. However, each crisis gives way to a new version of the world, and just because a system managed to survive an actual crisis doesn’t mean there is no need to change it. It’s like a heavy smoker, drinker, or overeater who is hospitalized from a heart attack and manages to survive; the answer is not to smoke, drink, or eat more, but to change those habits. And changing habits involves replacing old practices with new ones, rather than relishing the opportunity to go back to the past.

In the wake of Covid-19, we need to figure out how to create a sense of belonging and community within organizations where fear and anxiety are replaced by flexibility, and freedom.

Although nobody knows what the future will bring, we can expect a wide range of approaches to making hybrid and/or remote working work for employees. In future, offices may play more of a collaborative and creative role for in-person encounters, and checking-in with colleagues for social interaction. No matter what approach your organisation chooses, it is vital to ensure your employees understand your rationale, and to evaluate what works, and what doesn’t, and to be ready to adjust accordingly.

Are performance and culture issues something you want to improve upon in your company?  If so,  book a free demo with one of our performance management experts today to see how Our Tandem can benefit your team and transform your performance management.

So where are we now with CPM and how has it fared?

There’s been a mixed reaction to the introduction of new performance management practices and it’s evident that the mixed outcomes reflect the mixed choices in how it was implemented. For many, bringing in continuous performance management meant an entirely new way of doing things, out with the old and in with the new. They threw out the traditional layers of ratings, calibration and even the end year meeting, in favour of continuous dialogue without the daunting imposition of the rating. While this worked for some, many neglected to inject moments of accountability into the practice, leaving it to managers to define their own practices, with loose guidance. Without clear direction, their management teams created their own practices, shadow ratings, shadow calibration practices and indeed sometimes the pure lack of conversation dominated the agenda, leading to a let-down in the whole experience for those involved.

Others tried to tie the old world and the new world together, introducing continuous performance management on top of already complex practices, effectively burdening the manager with both the old world practices with the new layered on top. This mixed bag led to confusion, a lack of clarity on what the new practices brought to the table when the old practices continued to be the dominant player, bringing it with some cynicism and a lack of belief in true change.

And then there are those who got it just right, defining the new practices and supporting managers with the skills to execute on it. Introducing technologies that ensure those practices were sustainable and measurable over time, so that they could effectively understand the true impact on the organisation. Many focused on the growth of the individual to accelerate the performance and so positioned the growth mindset at the heart of the experience.

Our learnings on the not so new practices are that they can be deeply effective when implemented well. Key features of a good implementation include supporting managers with the skills to have good coaching conversations, great technology enabling, sustaining, and measuring the experience and a fresh experience that puts people at the heart of the process. Ultimately, every organisation must define their unique approach and incorporate best practices. Tamra Chandler puts it best in her book ‘Why is performance management killing performance’ when she states:

“Every organization is unique; therefore, every organization deserves a performance management solution that supports that uniqueness. Even discrete employee segments have attributes that can differ greatly …. when you drill down to the individual level, we all know that each and every one of us is our own special snowflake. No two of us are alike, so what works well for one may not work for the other.”

Do you want to join some of the world’s best performing companies in availing of a HR platform that not only improves performance and engagement but also empowers your employees? If so,  book a free demo with one of our performance management experts today to see how Our Tandem can benefit your team and transform your performance management.

What can leadership teams do to address diversity, equity and inclusion in ways that can enhance workplace culture? We compiled a number of straight-forward tips that can help your organisation improve your DEI strategy and address any issues you might be facing.

  1. Review the behaviour of your management team

Are there toxic leaders who don’t make their team feel valued or who exhibit bias in your organisation? These very leaders are why good employees resign, even if they don’t have a new job lined up! Don’t shy away from having a straightforward conversation with any manager showing toxic tendencies and give them an opportunity to change.

Remember, the best thing a leader can do is lead by example. Leaders have a responsibility to establish the tone of the organization and maintain it. They also need to make sure managers follow suit and next-level leaders have the training to do the same.

  1. Watch out for diversity issues

What might be considered “normal” in many workplace cultures may possibly alienate a section of the workforce. For instance, Ruchika Tulshyan, author of Inclusion on Purpose, gave the example of companies that routinely host social events that include alcohol. Such occasions can exclude employees whose religion, culture or health prevent them from drinking.

The best approach is to hold frequent group listening sessions and provide opportunities for private one-to-one conversations. In group meetings, you can identify individuals who dominate as well as those who might be excluded or undermined.

  1. Listen to your employees

Gather the perspectives of a wide range of employees regarding the company’s DEI initiatives. Are they constructive? Do they make a difference? What could be done better?

Once you gain this feedback, it’s important to act on it and highlight to employees the steps you are taking in response. Applaud team members for their input and share the positive changes with their colleagues.

  1. Foster a sense of community

Does your company have a genuine, compelling DEI program? Do your leaders build a team spirit and camaraderie? This is something that has become increasingly difficult to do with the expansion of remote working since the pandemic.

However, there are several ways to foster a sense of community even in the wake of Covid-19. To get started, designate time during the week for employees to get together for an event that is not related to work. This way, they can share information about what’s going on in their lives such as hobbies, social activities etc. Even if certain team members are working remotely, you can have a virtual “happy hour” to make them feel included also.

  1. Allow your team to open up

Promote an open culture whereby everyone feels like they can freely give feedback without fear of adverse reactions. An atmosphere in which individuals can openly and honestly express their views not only helps eliminate bias but also leads to constructive debates that can ultimately boost the business.

  1. Prioritize diversity from beginning to end

Organizations need to be conscious of the need to train for diversity. It’s not going to happen by itself. This training should happen throughout the year; not just as one annual exercise. This is training that should be carried out at all levels within the organisation, from bottom to top.

Integrating DEI practices into every aspect of your business should include hiring, training and performance reviews all the way through to exit interviews. A comprehensive approach and all-in strategies are the only ways to succeed.

Are diversity and inclusion issues currently impacting your business? We’d love to have a chat to help you find out more about how Our Tandem can help. Get in touch here.

In a world of hybrid work, dispersed teams and a new office culture, technology can help us positively impact employee connectivity, performance and business results. Companies have had to adopt new virtual work environments, teams dominating our agenda alongside other collaborative tools. However, these tools don’t help someone develop, grow or manage their teams performance. It’s no wonder many companies have turned to ‘new generation’ CPM systems since they can help HR, managers and employees manage a dynamic way of working.

  • 90% of c-suite leaders say HR tech has helped assist business priorities.
  • 83% of HR leaders stated it enabled them to be more flexible and responsive to changing priorities.

The lack of “normal” everyday interactions means it’s more important than ever to make your approach to leading people more human centric. It’s crucial to make those more than ever needed meaningful connections with your people. That smile you got from your boss at the coffee station validated your value and appreciation, that camaraderie at the inhouse team meeting that made you feel part of something bigger than yourself.

That advice following a meeting on where you shone and where you missed the mark, all lost to a world of teams where there’s no place for feedback, coaching and individualised appreciation. We need to reconstruct these moments but in a new way that takes us into meaningful personal connections that build trust and relationships which will drive high performing teams. There is some well documented research that indicates that high performing teams have a 5:1 ratio, that mean they give each other 5 pieces of feedback for every 1 piece of constructive feedback.

In contrast low performing teams had a 3:1 ratio. Consider whether your environment is driving an environment where manager are compelled to give their individual team members 5 pieces of positive praise, so they build the trust and licence to have that more constructive development conversation. Not easy to drive, not easy to measure, until now.

If you’d like to find out more about how Our Tandem can help your company improve on its performance management practices contact sadhbh@ourtandem.com.

At the heart of every performance conversation, whether it’s real time feedback, check ins, formal reviews or growth and development conversations, is a relationship based on trust. It’s from there that we can bravely address constructive feedback, open up about personal ambitions, agree on a growth plan that defines an individual’s future. Without trust at it’s centre, the conversation, no matter how sophisticated the practice, will fall short of what it sets out to do. However, building trust between manager and employees has always been a great challenge for HR, as how do you build and measure something that can be as unquantifiable as trust.

So if our challenge is to ensure that our managers and employees have trusted relationships, so that our processes, such as real time feedback, check ins and reviews, can have real benefits, where can we begin our efforts.

Our first stop is to acknowledge that we are all blinded by our own perspective, We see the world through a lens that only we, as individuals, look from. This can blind us from a wider perspective on an individual and restrict us from seeing what others see in that person.

To eliminate the blind spots, we must bring wider perspective. Enter crowdsourced feedback, where peers, stakeholders and a wider cohort of individuals can contribute meaningful feedback to an individual. In order for that to happen effectively, we need a means to support people to give feedback in the optimal way.

Alternatively, you find yourself with a praise culture, where people are happy to give feedback but reluctant to share the more growth oriented and constructive feedback that can play a valuable role in accelerating someone’s potential and performance.

Building feedback cultures that embrace growth and constructive feedback with the same ease we embrace praise, takes time and focus but many organisations have taken this path and reaped the benefits of a growth mindset in their cultures.

Are performance management issues currently impacting your business? Why not reach out to us here and we can discuss how Our Tandem can help.

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