It’s not enough for someone to be a high performer. They have to want what you’re offering.
How do we have conversations with people who are good performers, and who we think have potential, but aren’t indicating interest in higher-level positions or opportunities? How should we frame conversations with employees, given what we know about their abilities, and what we can find out about their interest level?
How your performance management system is killing your culture efforts
Some long-gone executive or HR professional cribbed the system from something Jack Welch did at GM decades ago, and because changing the system would be “too difficult,” it lumbers on, like a horde of zombies, wiping out all the good work that’s been done toward eliminating bias and making systems more equitable.