Paul Falcone is principal of Paul Falcone Workplace Leadership Consulting, LLC, specializing in management and leadership training, executive coaching, international keynote speaking, and facilitating corporate offsite retreats. He is the former CHRO of Nickelodeon Animation Studios and has held senior-level HR positions with Paramount Pictures, Time Warner, and City of Hope. He has extensive experience in entertainment, healthcare/biotech, and financial services, including in international, nonprofit, and union environments.
Paul is the author of seventeen books, many of which have been ranked as #1 Amazon bestsellers in the categories of human resources management, business and organizational learning, labor and employment law, business mentoring and coaching, business conflict resolution and mediation, communication in management, and business decision-making and problem-solving. His books have been translated into Chinese, Hindi, Russian, Korean, Vietnamese, Indonesian, and Turkish and have sold in excess of 750,000 copies worldwide.
Paul is a certified executive coach through the Marshall Goldsmith Stakeholder Centered Coaching program, a long-term columnist for SHRM.org and HR Magazine, an adjunct faculty member in UCLA Extension’s School of Business and Management, and a member of the board of directors of the American Management Association. He is an accomplished keynote presenter, in-house trainer, and webinar facilitator in the areas of hiring, talent and performance management, leadership development, workplace ethics, and effective leadership communication.
WINSTON TAN is a consultant specializing in human resource performance development and Managing Principal of InTandem, LLC.
Excerpt. © Reprinted by permission. All rights reserved.
There’s historically much controversy surrounding the topic of performance reviews, and it’s time to take a fresh look at reinventing the entire process—from the appraisal template to the content descriptors that set the measurement bar—in order to initiate positive organizational and cultural change within your company. Performance appraisal as a whole must be relevant to everyone—those being evaluated, those doing the evaluations, and those senior leaders who look to the performance management system to gain a better understanding of how their people are performing year after year. It’s time to make performance management and measurement concrete and actionable. The system needs to get right to the bottom line and remain very transparent in terms of its format, structure, and intent. And it needs to focus on positive, transformative, and breakthrough performance not only to assess but also to drive corporate and individual change. Despite what you may have heard or have come to believe, these are all possible through the performance review, and we’re writing this book to make it easy for you to accomplish. It’s actually a lot simpler than you think . . .
Remember that the “people muscle” of any organization will always be its most critical asset in a knowledge-based economy, so companies that “speak performance,” that know how to measure and manage that particular asset, will, by definition, set themselves apart from their competition.
Is measuring human capital difficult? Yes. Does it depend on a whole number of variables and assumptions? Of course. Will it always be subject to criticism and a certain level of dissatisfaction? Absolutely! But that’s because we’re human beings measuring and evaluating other human beings, so the system will never be—and isn’t meant to be—perfect. It does, however, have to become part of your organization’s daily lexicon, and there are some simple yet profound ways of rolling out this message, measuring results, and building an achievement-oriented culture where workers are able to motivate themselves in the light of the wisdom and expectations that emanate from the top.
Wow! eBook
