What is Performance Management?
We help you execute your business strategy, breaking down responsibility, accountability, and results to departments, job functions, and individuals. This system is most effective when combined with the appraisal, rewards, and compensation system. We show you how to make this a reality.
- Create a total performance management system that helps execute the business strategy for the entire company, by the department, by job title and by the individual supported by compensation, rewards, appraisals, and reinforcement.
- More than a management system. It’s total company performance broken down to the individual level supported by other people management programs, with feedback loops, documentation, and communication systems.
- I am aligning desired business results and behaviors with pay, rewards, and performance appraisals.
- Defines company objectives broken-out by the department and then to the individual.
- Includes performance expectations and how they will be measured by the department, by job title, and by an individual.
- Provides aligned, desired performance results, objectives, and behaviors with business strategy, compensation, rewards, appraisals, and accountability systems.
- Performance expectations communicated and measurement system to employees while documenting performance regularly.
- Definite corrective action guidelines to improve performance and employee engagement.
5 Steps to Performance Management
Step One – Help managers to understand why performance management is essential to the business
Do managers need help in understanding the value of managing performance? Only through getting this clarity can a manager gain the confidence that there will be some real business advantage obtained from their efforts. Otherwise, why bother?
Step Two – Help managers understand why performance management is essential to their staff
Do managers know that research shows that what people seem to want, and want quite severely, is to be well managed? That they want a strong, mutually supportive relationship with their manager based on interest and clarity? Much of what ‘well managed’ means is effective performance management.
Step Three – Help managers to embrace their right to manage performance
Frequently the managers I work with seem to feel the need to gain permission to undertake probably the essential part of their role – managing performance. They know there are expectations of them as managers, but they don’t feel they have somehow earned the right to manage. Do managers need to understand the reasons they have to manage?
Step Four – Give managers the tools and techniques they need to manage people’s performance
Do managers have access to a range of tools and techniques which can make the seemingly complex much, much simpler? How can we expect managers to know, for example, that there is a simple way to give feedback about even the most ‘difficult’ performance issue so that the problem can be understood and accepted by the staff member? Managers do not have the time to work these processes out for themselves, so they either waste a lot of time (and staff goodwill) on ‘trial and error’ or quit.
Step Five – Ensure that managing performance is a top priority for your managers
Do managers have ‘managing performance’ listed in their job description, their job objectives, or anywhere else? I have heard hundreds of managers tell me that there is nothing written down or agreed that describes their responsibilities as a performance manager.