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. Performance Appraisal - Ten Stupid Things Managers Do To Screw It Up By Robert Bacal Performance appraisals aren't fun. But a lot of the time they are agonizing because managers do really dumb things, ending up destroying a process that is important to everyone (or should be). Appraisals are always going to be a little bit stressful for everyone, but these errors guarantee that the point of appraisals -- improving performance, is lost in the shuffle.Stupid Thing #1: Spending more time on performance appraisal than performance PLANNING, or ongoing performance communication.Perf… 2. Character: Is It Necessary In Leadership? (Part One) PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.comWord count: 1000Summary: One element of leadership that many leaders ignore or neglect is character. Is it a necessary ingredient in leadership? The author answers the question wit… 3. Measure for Measure By Ed Newman Can you imagine playing hockey without a goal? Basketball without hoops and nets? Football without a goal line? Golfing without holes or greens?There may be leagues where it doesn’t matter whether anyone is keeping score, but not the big leagues. Champions of the Super Bowl, the Stanley Cup, the Masters can only be determined when there is someone keeping score.In hockey, keeping score means counting the number of times the puck gets into the net. In golf, keeping score means counting th… 4. Management Development - Micromanagement Works! Ever been told not to micromanage your people? Because it irritates them and is a waste of your time, their time and leads to bad habits? Well it's all true. If you micromanage your people in all that they do, it will drive you and them nuts. But there is a way that micromanaging brings huge benefits to your management performance.Getting into the detail of everything each of your people does, will really damage your relationships with them. Sure, there are times where their hand needs to be he… |
||||
