7 Questions to Answer When Evaluating Employee Performance

Less than one-third of organizations believe there is a high correlation between the highest-performance evaluation scores and the highest-performing individuals in the organization. There are many reasons for this. The traditional process was designed in a different era when business did not move as fast. Now, an employee’s potential is more important than their past performance. It is up to organizations to change their performance evaluation process. Performance evaluation can be improved in many ways, according to our research.

Delivering Learning Value Greater than the Sum of Its Parts

The answer to true personalization for performance is generally not found in replacing an LMS or in adding an LXP. The answer lies in adding the right technology to these important learning ecosystem pieces that will enhance the experience in the ways that the learner and the business will benefit most. This includes capturing granular learning data to understand exactly what learning mastery has occurred and personalizing the learning journey through AI technology at a much deeper level than simply suggesting learning topics that may be of interest. Personalization done the right way (in conjunction with your LMS and LXP) that leverages an adaptive learning core will lead to greater engagement and far greater insights for improved decision making.

5 Important Strategies for Understanding Employees’ Potential

Almost 90% of organizations believe understanding employees’ potential is important or critical to meet future business needs. But only 19% say current processes are effective in evaluating employees’ potential. That’s because most organizations focus evaluation on past performance while at the same time saying that past performance is not an important indicator of potential, according to Brandon Hall Group research. This strategy brief recommends five strategies to improve the understanding and identification of employee potential.

Find a Technology Partner for the Long Haul

In the Learning Technology space, vendor relationships can sometimes be measured in months rather than years. In an environment where about 40% of companies are actively looking to replace a current provider, longevity is hard to come by. But that’s to be expected with the transactional nature of many of these relationships. Clients always want the newest, latest thing and many providers struggle to provide the most basic customer support. That’s why our collective Brandon Hall Group jaws dropped when Smartchoice Preferred Provider Latitude CG introduced us to their client of 20 years, the American Board of Emergency Medicine (ABEM). In the world of technology partnerships, 20 years may as well be 1,000.

Better Customer Relationships Through Learning

As organizations continue to find new ways of working with uncertainties driven by the COVID-19 pandemic, customer satisfaction remains their number-one business priority, cited by 93% of companies in Brandon Hall Group’s HCM Outlook 2021 Study as important or critical. It ranks higher than revenue generation, return-to-work strategies and managing ongoing change. Clearly, companies are willing to explore any strategy that might help them enhance their relationships with their customers.

How to Help Leaders Make Critical Transitions

Any leader moving into a new role — whether a rookie or a veteran — has a tremendous responsibility and often a steep learning curve. Even if onboarding extends for a few weeks, the learning will need to be reinforced. Onboarding — whether you call it that or label it as continuous learning — should continue as long as necessary for leaders to get the support they need.

Solidifying L&D’s Strategic Position Post-Pandemic

2020 presented an unprecedented time for most organizations. The speed and scope of the changes thrust upon businesses by the COVID-19 pandemic were unlike anything seen in recent history. Many organizations that believed they were “change-ready” discovered they were using an outdated definition of what change really is. The Learning & Development function was not immune.