Leadership as a business and culture driver
I was a part of a relatively small HR department, but the business was booming, and the culture was evolving. We needed the culture to follow the business needs and we needed new employees to take own an ownership of the business. The direction and strategy were very clear and it was set for scaling, new markets, new products and larger market shares. We founded a new leadership foundation. We set the direction on what was good leadership in the company. We ensure to involve top manager but also managers on lower level. This resulted in a leadership concept that was business oriented, close to our everyday and show what you needed to you as a manager to help guide the business in the right direction. We/I created all kind of tools to support this process – this was personality profiling, team profiling, 180 evaluation feedback sessions and tools, booklets, workshops and more. The result was phenomenal – and it all come down to: “Why should anybody be led by you”
Going from Employee development dialogues to performance dialogues
Why have employee development dialogues? Because you have to? What if you could actually use them?
Dialogue between the employee and their manager is probably the best talent retainment factor going forward.
I have created and implemented a lot of employee appraisals. The important thing is that it reflects your strategic goals and actually make a difference – and not just template that HR says that you have to file in.
The guiding principle for me have always been the yearly strategy implementation. In my previous company we had physical forms that supported the goal cascading from the strategic level to the operational level. However, yearly appraisals are too slow and too inflexible. Today and to scaleups and smaller companies you need to be agile, and goals can only be foreseen in a quarter.