Performance Management is a critical process in an organization. However, many organizations choose to continue an outdated, unpopular, resource wasting process that is not working toward their success. One reason for this occurrence is the organization has not determined the purpose for their performance management system.
There are several potential goals for implementing and maintaining a useful performance management system. Improve performance, make pay/total reward decisions, develop leaders and employees, provide feedback, get business results, etc. Each of these goals require a different approach to performance management. Even if you chose to accomplish all these goals, you still need to modify or create a system to address each goal and have a metric to ensure that you are on track.
Often organizations state that their number one purpose for performance management is to improve individual performance. These same organizations usually have systems that have no correlation with improving individual performance. They are spending tremendous resources and committing a lot of time to ensure these programs continue with minimal return on this investment of time and resources! Furthermore, many individuals and leaders in the organization are frustrated by the fact that they must continue to support such a system even though that know it is ineffective!
A few things that will increase the likelihood of improved individual performance, if that is your purpose for performance management...
1. Clearly state goals and objectives that are communicated in advance of the rating/performance period to the individual being evaluated. (I recommend using SMART Goals) These goals and objectives must align with the overall organization-wide goals and objectives!
2. Less focus on the past and increased focus on the near-term actions of the individual. Spend your time interacting and providing feedback on the activities the individual is currently working toward. Use the goals and objectives in the discussions. (Near-term actions can be coached toward success; you cannot go back in the past to correct performance. You should remember past performance only to assist with learning for new actions)
3. Observe the individual in their actual performance as they do their work. (Be careful not to micromanage)
4. Solicit feedback about the individual from others. (Co-workers, peers, clients, customers, other leaders, etc.)
5. Conduct regular and well planned feedback sessions with the individual.
6. Document the feedback and other performance results and information.
7. Makes these actions happen consistently for all individuals in your organization.
For more information reference "Performance Management" or how to successfully make these activities happen for your organization, contact JD Sanders
JD (650)224 4375