Survey action planning only happens when line managers are made accountable, according to the survey owners of several major businesses. Read about their views on survey benchmarks in this white paper.
'Forced ranking - Making it work' (December 2009)
HR Directors are finding forced ranking a challenge to implement. Experts discuss this issue and share best practices.
'360 degree feedback - working the angles' (November 2009)
HR directors offer brief thoughts on using 360 degree feedback as part of appraisal and discuss situations where participation should be compulsory.
'Setting and rating objectives for high performance' (October 2009)
Read about challenges and potential solutions for using forced performance rankings and setting individuals' objectives.
'360-degree feedback - Even more angles' (October 2009)
HR experts share their experience of using 360-degree feedback for appraisal, succession and managing difficult senior leaders.
'Creating a performance culture' (July 2009)
Find out how major businesses are creating high-performance cultures in their organisations, including the role of behaviours and the need to communicate clearly what is expected from senior leaders.
'360-degree feedback - more angles' (July 2009)
With 360 feedback programmes tailored for each organisation, we report diverse perspectives on how best to select raters, whether feedback should be anonymous and a novel way to motivate behavioural change.
Employee survey benchmark data (June 2009)
ETS's free guide to the use of benchmark data includes the employee survey results of hundreds of thousands of employees on key engagement measures.
'Perfecting performance management' (May 2009)
HR leaders in major businesses share a fresh perspective on key aspects of performance management and appraisal in this report.
'360-degree feedback from all angles' (May 2009)
Senior HR professionals share expert views on whether feedback should be anonymous, how to stop raters from being overloaded, and discuss a return on investment model.
Experts advise on effective survey action planning (January 2009)
Delegates at an ETS-hosted masterclass in January recommend techniques to galvanise action planning. The issues resolved include incentivising managers to make changes.
Performance management
'Performance management review' (April 2009)
A review of performance management in blue-chip companies from surveys of 175,000 employees and supported by commentary from HR directors from UBS and Land Securities among others.
Chartered occupational psychologist, Betsy Travis, hosts an online seminar to present the key findings of the review, and answers questions on putting the conclusions into practice
Watch this seminar to explore how to automate and improve your performance management process. ETS consultants preview new research, demonstrate an automated solution and answer delegates' questions.
As bespoke HR technology and consultancy specialists, we know how important it is to show examples of our good practice in process and system design.
Performance management stages (November 2008)
This document outlines the five stages that ETS has identified in successful performance management processes and points to consider when planning performance processes.
McKinsey champions targeted investment (September 2008)
Performance management "can generate efficiencies and revenue growth that surpass the savings from straight cost reductions", according to McKinsey. Full article requires (free) registration.
360-degree feedback
Current topics in 360-degree feedback (November 2008)
ETS describes how major organisations, including ETS clients, use multi-rater feedback in performance management and how they address the issue of managers not taking developmental action.
In this video webinar, chartered occupational psychologist Betsy Travis answers questions from a cross-industry group of survey owners. Nicky Paris demonstrates the latest employee research software.
Current topics in employee surveys (November 2008)
ETS gives an insight into getting managers to take business improvement actions based on the employee survey. Part of the answer is cascading the ownership of actions to all levels in the business.