NextGen Performance Management


Performance Management, if done well, drives employee engagement. It is the enabling communication that aligns individual and work group performance expectations to organizational goals. Every individual knows how his or her work effort contributes to the overarching mission and goals of the organization and, and all employees are provided with the necessary support to succeed and do their best work. The cornerstone of the system is a two-way conversation, on a regular basis, between managers and employees, to clarify and update goals and to provide frequent dialogue and coaching on progress to goals and development. Follow-up may include facilitating connections and/or removing barriers to success.


NextGen PM replaces the annual or bi-annual backward-looking "report card" where an employee’s main takeaway is their rating and compensation decision. Neuroscience research has demonstrated that this traditional "Review" practice is threatening and triggers fight or flight responses, demotivating both managers and employees. Rather than increasing engagement, the report card approach is dis-engaging and increases regrettable turnover.


The underlying foundation and process to enable meaningful forward-facing dialogue, can take many forms, from written SMART Goals, to verbal agreements. The system should remain as lightweight as possible to remove time consuming processes that do not contribute to PM goals. Progress can be simply measured by anonymous pulse surveys on a quarterly basis. Many companies have decoupled compensation and performance improvement processes.  A common prerequisite is to upskill managers to become excellent listeners and coaches. Managers can learn to apply appropriate motivators for each individual on their team.  


Learning and Leadership Development


We utilize the 70:20:10 Learning Framework developed from research at the Center for Creative Leadership:


  • 70% of learning is experiential.

  • 20% of learning is social. 

  • 10% of learning is formal. 


Formal Learning  can be the starting point from which experiential and social learning can develop. If your formal learning foundation is solid, the experiential and social learning that follows can be more successful. Learning great new ideas doesn't ensure learning will be remembered or used. It is interesting to note that many organizations spend 80% of their learning resources on formal learning. 


Social learning happens naturally, from one employee to another. You can provide the tools and forums to encourage these learning and relationship building strategies. Facilitating social learning can be as simple as having interactive brown bag lunches with experts or leaders, placing digital Q&A suggestion white boards in shared spaces, or encouraging the use of social media for learning. Mentorship Programs and ad hoc problem solving teams are some structured approaches.


Experiential learning ocurs when new ideas or skills are applied. Aplied learning begins to move the behavior or skill from short term memory to long term memory. Repeated use strengthens retention. This learning can occur at the time of need, delivered through performance support tools embedded in the workflow. HiPotentials can be assigned to Action Learning cohorts that focus on problem solving over time, gaining both practical and influencing skills. The same principles that apply to mastering a sport or musical instrument hold true with learning and leadership development. Practice is the key to mastery.


Executive and Team Coaching


We offer a comprehensive services designed to add to your organization’s talent development and management capabilities. Using assessment solutions that have raised the bar on talent development, you have the freedom to create the right program for your organization.


Emotional Intelligence is a set of emotional and social skills that collectively establish how well we:


  • Perceive and express ourselves

  • Develop and maintain social relationships

  • Cope with challenges

  • Use emotional information in an effective and meaningful way


EI is a predictor of success in life and work.  The Bar-On EQ-1 2.0 (Self, Team and 360 Assessments) is one of the most validated and reliable EI Assessment tools in the market for assessing and ensuring your leaders and/or teams focus on the right development areas.  


For companies utilizing competency models, we are certified in the Korn Ferry/Lominger suite of assessments and can map these tools to match your competencies.  We can measure organizational, team and individual effectiveness and develop customized development plans help your talent move to the next level.


For developing High Potentials or succession planning, we use

  • Choices™ Online Survey: based on 27 dimensions of Learning Agility

  • viaEDGE® Online Survey: to measuring an individual’s ability and willingness to learn from experience and perform successfully in new situations.

Change and Innovation Leadership


The primary reason many large and previously enviable companies lose steam is that they are not able to keep pace with the rapid development that is now largely exponential rather than linear. To significantly strengthen the capacity for innovation, it is necessary to take into account the increased reliance on employees’ creative abilities and be prepared to challenge conventional management and organizational models.


Companies can learn from Google's dynamic capabilities: the company’s ability to integrate, develop, and reconfigure competencies in order to lead in a rapidly changing marketplace:


  • Continuous innovation must combine two different forms of organizational logic within the same organization. These are daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation.

  • A continuously changing organization. If you delay taking action until problems arise, you will act too late. The organization should be permeated with a proactive approach to change.  What is your current skillset, what skillset will you need in 5 years and what is your plan for filling that gap?

  •  A people-centric approach. Google is people-centric, focusing on the individual and liberating his or her innovative power. This principle is based on a belief that people want to be creative and that a company must provide them with a setting in which they can express their creativity.  This is also a highly successful retention strategy.


Select for learning and change agility.  Cultivate an adaptible learning culture that that incents risk taking. 


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