How can you handle different candidate expectations for performance reviews and career development?

Understanding individual aspirations, setting clear expectations, providing personalized feedback, offering diverse growth opportunities, and fostering open communication are key to managing diverse candidate expectations during performance reviews and career development.

A thoughtful and individual approach is required to manage different candidate expectations for performance review and career development. Some key areas to manage this approach are open communication, addressing concerns, recognizing achievements, setting performance goals, relevant training sessions, understanding individual aspirations and career goals of each employee, etc.

I have always spoken genuinely of role's expectations and scenarios for growth laterally and vertically. HR's role involves also job enrichment aspects and should invest time in creating an array of roles per function whereby candidates can grow into. If it involves certain learning, the receuirer should be transparent enough. It is a healthy discussion that sets the right expectations in future.

Be proactive to get to know your team, especially new hires. During the onboarding as you better understand their skills and motivation you will learn the most effective way to deliver feedback, both positive and constructive. Once onboarding is complete you can begin career path discussions. No path is the wrong path- one may want to become team lead while another might not want to be the leader. You can rely on your HR team and your boss to make sure each member of your team as the opportunity to become their best self.

Handling different candidate expectations for performance review and career development involves a personalized approach. Firstly, it's important to understand each candidate's career goals, strengths, and areas for development. Then, tailor performance reviews to address those individual needs, setting clear objectives and providing constructive feedback. Encourage open communication to ensure alignment between their expectations and company goals, and offer support and resources for their career development paths. Regular check-ins can also help to ensure ongoing alignment and adjustment as needed.

To ensure an effective performance management companies should consider introducing frequent and timely feedback moments. Frequent feedback is a powerful tool that drives performance, engagement, and growth within an organization. It creates a dynamic feedback loop where employees are continually improving, aligning with organizational goals, and contributing to the company’s success. It helps developmental conversations, timely adjustments and prevents eventual missaligned expectations or even conflicts.

In many cases a key driver of poor performance is your employee not knowing what's expected of them and to what level. Over communication and alignment is key in effective performance management.

Es fundamental establecer una comunicación abierta desde el inicio. Explica claramente cómo funciona el proceso de evaluación de desempe?o en la organización y qué pueden esperar en términos de desarrollo profesional.

Being clear about the expectations of someone in a role is people management 101 and this is all down to a making sure there’s a properly defined job with clear goals that’s are communicated effectively. That said - it’s important to balance that with the preferences and style of the individuals in your team. A great performance or feedback conversation to one person may look and feel very different to another. Keeping some space for personalisation and individuality is important too.

KNOW your AUDIENCE on both sides of the equation! This is what I tell recruiters I train and the candidates I engage with on a role. It's imperative to get specific information and success indicators from the client/hiring managers to ensure a successful placement. Transparency is by far the most important. These are all key components of successful engagements.

With there now being up to 6 generations in our current workforce finding the “right” format can be quite a challenge. We need to understand each audience and find ways to communicate, connect and engage with them in ways that inspire them.

Flexibility and adaptability are crucial in today's fast-paced work environment, especially in the technology industry where change is constant. -Flexible Work Arrangements This shift was driven by employee feedback and the need to accommodate diverse work-life balance requirements. -Agile Performance Management The agile approach enabled employees to stay aligned with the company’s goals, receive timely feedback, and make necessary adjustments to their performance and development plans.

Flexibility is highly important as everyone is different. This coupled with greater diversity in the workforce, in age, gender, ethnicity, education, means that one-size does not fit all. We should understand where the employee is coming from and try to tailor our approaches to each as far as possible.

Demonstrar flexibilidade e adaptabilidade promove um ambiente de trabalho positivo, ajuda a construir relacionamentos sólidos e a impulsionar o crescimento e sucesso dos candidatos na empresa.

Talent mobility requires the organisation and individuals to align on the concept on career pathways more akin to a climbing wall that ladders. Moves will need to be a combination of horizontal and vertical to acquire broader ranges of skills and experiences and building skills and mindset to adapt and learn to navigate successive transitions becomes more important than pure domain specific knowledge and experiences

Regular performance enablement conversations should be coaching in nature so that the person is empowered and accountable, raising their awareness and responsibility on what and how to take action.

Our development plans have the team member at the centre, supported by the manager and the organization. But developing beyond current role at proficiency is learner-led and the team member needs to be the driver.

Employees are often the best judges of their own performance. Encourage employees and provide guidance to self-assess regularly and to share their feedback with you and promote employee-led performance reviews to create a fair and accurate framework. In my experience, employee-led reviews proved to be a valuable tool for predicting future success. Employees are more likely to be engaged and motivated if they have more control over their work. Set clear goals and expectations but give employees the freedom to choose how they will achieve them. Allowing autonomy by creating a culture of trust and respect helped me to foster engaged, motivated, and high-performing teams.

After setting the expectations, providing honest, open and adequate feedback,and tailoring our approaches, we will then also need to let the employee work on their goals. There should be some ownership on their part and we should facilitate as far as possible their requests for development and job rotations. We should also alway encourage, provide support and resources as required for them to succeed.

We implemented 3 solid procedures to empower our employees. 1. Having company policy in place that allows them to follow and execute tasks without the need of lengthy approvals and second guesses. 2. A no-blame culture. Hand crafted stories and some real office related incidents that we turned favorable, making it real to the employees that we are not here to blame mistakes, but fix and learn from them. 3. A no-negativity culture. Some people use the statement "Constructive criticism" to justify complaining about something or someone to others. It is rarely constructive and usually only successful in lowering that person's efficiency and morale. Productivity is up about %35 over last quarter after getting these simple practices in use.

Employees should be the owners of their career, and with that will come differences in expectations with their career development. This doesn't require a company to have infinite bespoke review and development programs, but it does mean that direct managers will need to have some flexibility in how respond or navigate these programs. Providing managers and leaders the tools and support they need to foster and develop their staff is vital to developing future talent.

Work life Balance is really important for all employees working globally,no matter which department they are working. Work life balance helps employees to give good output in work and improves performance.Unnecessary creating pressures by seniors and supervisors due to lack of their time management and planning, peers and subordinates have to suffer and lose work life balance.Hence its responsibility of seniors and leaders to ensure organised way of working with proper time management.

I observe that when our context get busier and more complex, leaders get more operational and we tend to look for the solutions in our processes. Talents want to grow, allowance to fail, being themselves, feeling secure. We do not find trust and human connection in processes, we find it in leaders being physically and mentally present to make decisions and build relations. Those leaders nursing dialogues, acting with empathy, communicating honestly and showing interest in their peoples lives and ambitions. Human connection is THE key element in any employee experience/ HR process.

Enabling leaders to provide constructive feedback is key. The ongoing conversations around performance are not meaningful enough without rounded and manager feedback. The company should build a culture of feedback and leaders should role model it.

I think what’s tricky about career development is that leaders are often who the team member want to learn from, and leaders are not always willing or talented in this area and try to have HR solve via a program. If most development happens in seat/on-the-job as opposed to formal training, this can be a miss. So getting leaders who value development is equally important and nurturing their skills in parallel is essential.