Jennifer Hyman Quotes

Done right, a performance review is one of the best opportunities to encourage and support high performers and constructively improve your middle- and lower-tier workers.

What you measure and reward is what you're going to get.

You measure your people and you take action on those that don't measure up.

We will also have a more rigorous approach to professional development and managing unsatisfactory performance.

Doling out punishment constantly [to civil servants] would only cause them to have a mentality of 'the less one does, the fewer mistakes one makes’.

A lot of companies lock up for a few weeks once a year for performance reviews. But there's a way to collect feedback in real time from Slack so that by the end of the year, you've already stored up all of this information.

Knowing how to tactfully criticize someone's work is a mentor's job.

You need to tell people where they stand. If someone's done a good job, you should tell them they've done damn well. But if they haven't, you should take the same attitude.

It is my job to help the players react better.

If people want to criticize a performance, that I understand. I think that's important.

For example, I wouldn't hesitate to sit somebody down if he wasn't performing, even if he was the No. 1 player in the world. I've been sat down before.

I don't judge people. I don't even judge people on 'The Voice.' I'm a coach. I'm there for constructive criticism and to aid and abet and discover new talent.

You get what you reward. Be clear about what you want to get and systematically reward it.

For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio.

I feel good, I feel good. Our training staff, they're the best.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

I've got a business manager and he'll just come right out and say, 'It wasn't the best part for you,' or 'It was okay, but I've seen you do better.' So when he does say, 'Wow that was great!,' then I know that he means it and it's something.

Eliminate numerical quotas, including Management by Objectives.

If I had my way, I wouldn't do annual reviews, if I felt that everybody would be more honest about positive and negative feedback along the way. I think the annual review process is so antiquated.

You got to be rigorous in your appraisal system. The biggest cowards are managers who don't let people know where they stand.

Traditional performance reviews have passed their sell-by date. Big time. There's research showing that roughly two-thirds of performance appraisals have either no effect - or a negative effect! - on employee performance.

As a coach, when it comes to football players, we're trying to change their behavior and make them better. As people, we're trying to change their behavior and make them better.

I've had a lot more success helping guys then just being punitive.

If performance management were a movie, it will become less 'Gladiator' and more 'Moneyball.'

Especially when you're at a high level in an organization, criticism can be devastating to an employee. I prefer to praise employees for what they're doing right, and it tends to lead to them doing more of the same. Not always, but it's the way I choose to bet.