2022年12月7日

分享1%的工人负责一个公司的产出的10%,而一个组织的前5%占25%的生产率。顶线的只是一个结果从两年的综合研究分析包括200000多名员工在741家公司2020年6月至2022年6月被人们文化Amp。科学家们研究表明高表演者:高度出于建设性的反馈;想关注内部流程改善与一致的公正标准;,需要足够的资源,使他们成功的工作。绩效管理“这是令人惊讶的发现高表演者独特出于建设性的反馈,”乔尔·戴维斯博士,资深科学家文化Amp在悉尼,说。相比,“当我们的司机动机在不同级别的性能,我们发现高表演者更出于接收反馈,帮助他们改善他们的表现。“高表演者似乎高度出于个人成长,和建设性的反馈是最好的方法之一表现为高知道他们需要做什么才能成长,他说。“这项研究发现揭示了创造一个反馈文化的重要性,不仅仅是给予定期的赞美。“另一个令人惊讶的发现是,高表演者似乎真的关心组织的绩效管理流程的质量。雷竞技 raybet大多数读“高演员相信他们的绩效管理过程是公平更有可能感到骄傲为他们的组织和推荐工作组织。具体来说,高绩效群体绩效管理流程的关心关注改善,标准应用、和偏见是最小化。” Improving feedback The research revealed that learning and development, recognition, confidence in senior leadership, and belonging all continue to be important — regardless of performance level. That means that employees at any level are likely to be more motivated to strive for greater goals with a strong network around them. There are a few key things that organisations can do that will have an outsized impact on their high performers, Dr Davies added. “Firstly, businesses need to educate and train employees on giving and receiving constructive feedback. Secondly, they need to scrutinise your performance management process to make sure it is as fair as possible. “While this might include increasing the number of sources of performance feedback, updating your ratings scales to avoid common biases, conducting rigorous calibrations, auditing outcomes to assess for fairness is a good business practice. “Thirdly, provide the right support and resources to help high performers manage their stress and workload. Our research reveals that high performers can struggle with overwork and are less likely to want to stay in their organisation when they lack support from others.” Increasing the number of high performers While employers may do their best to create an environment where everyone can thrive by providing training, IT equipment and support, mentorship and appropriate resources to help employees complete their tasks, they may need to add in extra steps to help push employees to the next level. And there are three key ways to help good performers reach high performance, Dr Davies said. “Start my making expectations clear. We found that increases in role clarity tended to precede increases in performance. Thus, it is important that every role has a clear job description that accurately reflects the day-to-day tasks. It is also important to monitor changes in role clarity over time to be able to intervene early. “Next, companies should provide development opportunities to the employees most likely to benefit from them. Development is something that almost everyone cares about, however, we found in our research that high performers tend to be rewarded with additional development opportunities while average performers can be overlooked when it comes to development. “An unfair cycle can emerge where high performers get access to disproportionately large development opportunities which in turn can increase their performance (and access to subsequent opportunities). Thus, providing equal growth and development opportunities is an important step towards increasing the number of high performers in your company.” Lastly, employers should nip preferential treatment in the bud, he said. “High performers tend to be treated more favourably by managers. Thus, it is important that average and low performers get the same level of attention and support to set them up for success.” You've reached your limit - Register for free now for unlimited access To read the full story, just register for free now - GET STARTED HERE Already subscribed? Log in below LOGIN