{"id":6150,"date":"2015-04-01T19:30:46","date_gmt":"2015-04-01T18:30:46","guid":{"rendered":"https:\/\/www.humatica.com\/?p=6150"},"modified":"2022-03-09T15:25:46","modified_gmt":"2022-03-09T15:25:46","slug":"infocus-q1-2015-shifting-behaviour-in-the-portfolio","status":"publish","type":"post","link":"https:\/\/www.humatica.com\/de\/insights\/infocus-q1-2015-shifting-behaviour-in-the-portfolio\/","title":{"rendered":"Shifting Behaviour in the Portfolio"},"content":{"rendered":"

Private equity leaders are faced with a massive challenge \u2013 how to grow revenues and value in slow-growth markets. Shifting white-collar productivity and improving behaviour are perquisites for success. But, how to do this within the holding period?<\/p>\n

This quarter\u2019s\u00a0In Focus<\/em>\u00a0features a recently published Humatica article from RealDeals magazine on individual performance management. \u00a0Getting individual feedback processes to work is difficult. Without the right approach, the costs outweigh the benefits.<\/p>\n

 <\/p>\n

Getting value from feedback processes<\/strong><\/h3>\n

Individual performance feedback is one of the toughest management processes to get right because it runs against the basic human nature of social interaction in groups. Criticism, even if constructive, is difficult for co-workers to give and receive. Never the less, in turbulent markets, where flexibility is demanded from each employee, feedback is critical for collective success and value growth.<\/p>\n

>\u00a0See<\/a>\u00a0how to make feedback work<\/a><\/p>","protected":false},"excerpt":{"rendered":"

Private equity leaders are faced with a massive challenge \u2013 how to grow revenues and value in slow-growth markets. 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