It's All About Performance - Or Is It?Learn Management Articles on management-info.biz. It's All About Performance - Or Is It? article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
Someone wise once said 'we seem to hire people for what they know and fire them for how they do it.' Performance management is all about improving performance and the satisfaction of employees. Delivering the results the organization requires and the needs of the individuals. Performance without satisfaction, often the mistake made, is going to be short term. Using this as our basis for an effective performance management system, it becomes evident that all the other supporting people management systems have to be in place as well. The planning, development and rewards aspects of managing people are necessary to ensure they know what is expected of them and that they will be recognised, rewarded and provided with the development necessary to do their job and prepare for future roles. The two major aspects to performance are what people do and how they do it. We have covered these in previous articles. We have talked about defining and measuring what people are hired to do and discussed certain competencies and behaviours which set standards as to how they are to perform. If these are in place, documented and understood, then you have the basics of an effective performance management system. Now all that is needed is a process where manager and employee sit down regularly set goals and discuss performance and satisfaction - looking back to review and looking forward to set further goals and plan for development needs, job changes and any other issues that need to be addressed to improve the future performance and satisfaction. Why do performance management systems fail so often? For a management tool that has been around for a long time, performance management systems are often quite ineffective and do not deliver the results needed. Our experience has been that the major cause is lack of commitment from the top. The CEO needs to embrace it and it should be seen as part of every manager's job - not an extra. Training may be needed for this for both managers and employees. What does a good performance management system deliver? In simple business terms a good system delivers improved results for the organization. These results are sustained over time by people who enjoy improved satisfaction and achievement from their work. What does an effective system look like? It looks simple. It provides an ongoing process for people to perform well by: * Agreeing goals and behaviours * Agreeing measures - how will we know we have achieved? * Providing regular feedback * Evaluating any gaps * Taking action to close gaps * Celebrating successes * Agreeing new goals But on its own this is not enough. It needs to be supported by providing: * Worthwhile work - people have to believe their work makes a contribution * Clearly defined and demonstrated company values * Appropriate rewards People want to know how to deliver results, why they should deliver them and gain satisfaction and recognition for doing so. Steps for implementation To implement a successful performance management system: * Clarify and communicate your values and required behaviours * Clarify jobs, where they fit and what they should deliver * Introduce the system and train all users - managers and employees * Implement and use the system * Measure your improved results and satisfaction
Providing consistent follow through, recognition and rewards for good performance along with appropriate corrective actions where standards are not met should help consolidate the process into the organization. |
More Articles:1. Emotional Intelligence On a bright, clear morning, Mohab Saleh, Creative Software Developer at a respectable software company, was rushing through Cairo's crowded streets to make it to the monthly employee meeting. He made it just on time to hear that he was being promoted to head the CRM software division at Raya. 'Incredibly bright', 'highly skilled', 'top of his field', were few of the qualities of the well-educated engineer who earned the highest GPA in his class. Two months later, the Senior Vice President at Ray… 2. Is Your Business A Dysfunctional Family? By Bill Knell The other day I brought my mother into an appliance store to purchase a television. By the time we left with her new television, she was completely disgusted. Unlike most of us, she comes from an older generation that actually expects salespeople and store employees to think of customers as valued visitors that represent their primary source of income. I wish that I could say that the store we visited was the exception, however, it was more the rule.From the time we entered the store, we notic… 3. Giving Effective Feedback By Barb McEwen If there is one area that gives both managers and employees difficulty it is the need to give and accept effective feedback. It is one of the most crucial elements in assisting employees to improve their performance. It establishes a connection between what employees are doing and how their actions are perceived by others. Although receiving feedback is often under appreciated, those on the receiving end must occasionally be reminded that no feedback could be much worse.Most managers consider … 4. Write Winning Proposals For Venture Capitalists By Dominic Dirupo You need to secure money for your project. You visit venture capitalists to see if you can get that money. A venture capitalist views your project as a pure investment. A venture capitalist has no emotional attachment unlike you. You need to write a proposal that is structured around a venture capitalists needs, not yours. What may interest you may have no relevance to your potential funder. You need a business plan that is ‘investor-focused’.An investor focused business plan contains re… |
||||
