Goodwill of the Heartland’s Post

Here at Dion, we love helping people commemorate their achievements. Having a unique and high-quality award is a constant reminder of all one’s hard work, dedication, and skill. No matter the field, we want all recipients of our awards to feel like champions. Read the full article: How To Achieve a Championship Mindset - On or Off the Field ▸ Link in comment

As a leader in business, your focus is almost entirely on what is wrong or what can be improved. Nights like last night help you take a step back and appreciate everything that is right and goes well.

Honoured to receive the Rising Star Award! It is with great pride and gratitude that I accept this recognition for my hard work, dedication, and passion in my field. I want to express my heartfelt appreciation to all those who have supported and believed in me throughout this incredible journey. #RisingStar #Greatful #OnwardAndUpward #RisingStar #AchievementUnlocked #GratefulHeart #GratefulBeyondWords#VerifiedMarketResearch

Celebrating small wins isn't just about handing out participation trophies. It's about acknowledging the collective achievements of the team and recognizing the progress made towards larger goals. Small wins remind us of the importance of teamwork and how individual successes contribute to the success of the entire team. Let's keep celebrating those victories together! 🎉 #Teamwork

How would you grade yourself on the way your team celebrates successes? In such a fast-paced industry, we don’t always have the luxury or time to stop and celebrate an accomplishment. Below I explain why it’s beneficial to acknowledge and discuss our achievements. https://bit.ly/3Tq2Hx7

The 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗰𝗮𝗹𝗶𝗯𝗿𝗮𝘁𝗶𝗼𝗻 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 is a great and formative experience! During the performance calibration meetings, managers typically fall into one of several categories based on their views on employee performance: 1. 𝗚𝗮𝘂𝘀𝘀𝗶𝗮𝗻 𝗦𝘁𝗿𝘂𝗴𝗴𝗹𝗲𝗿𝘀: These managers find it challenging to fit their team’s performance into the expected Gaussian distribution—where few are top performers, a majority are average, and a few are low performers. They may face an atypical distribution, such as too many high or low performers. 2. 𝗧𝗮𝗹𝗲𝗻𝘁 𝗖𝗵𝗮𝗺𝗽𝗶𝗼𝗻𝘀: Managers in this category believe that all of their team members are exceptionally talented. They tend to rate most or all their employees as high performers, which can skew the overall performance metrics and expectations. 3. 𝗥𝗲𝗱𝗲𝗲𝗺𝗲𝗿𝘀: These managers advocate for giving low performers a second chance. They focus on potential and improvement rather than past performance, supporting interventions like training or mentorship to help underperformers improve. 4. 𝗨𝗻𝘆𝗶𝗲𝗹𝗱𝗶𝗻𝗴 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗼𝗿𝘀: They strictly adhere to performance metrics and do not easily deviate from the established criteria. Their assessments are often rigid and may not account for context or individual circumstances. 5. 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁𝗮𝗹 𝗖𝗼𝗮𝗰𝗵𝗲𝘀: This group seeks to identify areas of growth for all team members, regardless of their current performance level. They prioritize personal development plans and tailor their coaching to help each individual progress. 6. 𝗘𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗔𝗱𝘃𝗼𝗰𝗮𝘁𝗲𝘀: These managers struggle with differentiating between team members' performance levels. Especially in smaller teams, they might rate most employees as successful to maintain team harmony. When pushed, they may select a high performer, but they do so reluctantly, often because of external pressures to adhere to performance differentiation standards. 7. 𝗗𝗲𝗳𝗲𝗻𝘀𝗶𝘃𝗲 𝗖𝗮𝗽𝘁𝗮𝗶𝗻𝘀:Managers in this group are keen on presenting the strengths and achievements of their own team. However, they become defensive when facing differing opinions or critiques from colleagues. They often have difficulty accepting feedback that does not align with their own assessment of their team's performance. …and many other dynamics and people profiles! What is your view?

This is me when I come bearing news that your performance dimensions are not strategically aligned and need re-alignment. 😂 Dear manager, It is that time of the year again! As we prepare to assess our direct reports, become conscious of a few biases that can make your assessment ineffective: 1. Contrast bias- where you compare employee performance to another employee's instead of the performance standards established for the role. It is very tempting I know but flee! 😄 2. Halo effect- rating an employee higher across all areas because of one thing they did well. Stay objective to the performance dimensions and remain fair for the sake of their professional development 3. Leniency effect- intentionally rating all your direct reports the same because you do not want 'trouble' or you are 'busy'. Again you rob them of valuable feedback needed for growth and productivity when you do not give accurate feedback. Remember that performance appraisal is a powerful feedback tool for professional development within the context of organizational needs. Do not weaponize it and take it seriously if you want your team to be productive and engaged. Happy 'feedbacking'!

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When circumstances become hectic or critical, recruiters look for applicants and managers look for employees who can function and maintain professionalism and composure. These are the people who will consistently deliver and break ground despite unfavourable stimulants or conditions. #strategicthinkers #professionalism

GreenSquareAccord has announced receiving 254 nominations for their Gold Star Awards, describing this as an impressive 42% increase over last year’s entries. However, this claim seems somewhat underwhelming, especially considering their workforce size and the upcoming expenditure for the awards ceremony. To put this in perspective, with an employee base ranging between 1,000 and 5,000, the 254 nominations represent only about 5.08% to 25.4% of their total staff. Last year’s nominations, calculated to be around 179, indicate a low participation rate. Moreover, it is important to note that these nominations are solely from staff members, with no input from customers or residents. This exclusion is disheartening, particularly considering the crucial role that customers and residents play in the organisation’s operations. Their feedback and recognition would provide a more comprehensive and authentic measure of performance and service quality. When considering the costs associated with organising and hosting an awards ceremony, including logistics, venue, awards, and lost productivity, one must question the efficiency and impact of this exercise. The expenditure seems extravagant and not necessarily reflective of broad recognition across the organisation. Given these figures and the lack of customer/resident involvement, it's crucial to consider whether the awards genuinely enhance morale and recognition or if they simply serve as a costly tradition with limited reach. In light of these numbers, the resources allocated to the Gold Star Awards might be better invested in more impactful employee and customer engagement initiatives, or better yet spent making the homes of their residents safe, warm and dry.