• Home
    Home This is where you can find all the blog posts throughout the site.
  • Categories
    Categories Displays a list of categories from this blog.
  • Tags
    Tags Displays a list of tags that have been used in the blog.
  • Login
    Login Login form

Strategies to build positive performance (PART 2)

Posted by on in Performance Management
  • Font size: Larger Smaller
  • Hits: 8219
  • Subscribe to this entry
  • Print

In recent times, a number of large, high-profile organisations - such as Microsoft, Accenture, Adobe, Juniper and GE - have scaled back or dropped end-of-year reviews because they are not simply delivering the expected results, ie adding value to the business, encouraging  positive performance and providing an effective framework to deal with performance gaps.

So what’s the situation right now? How well would the stakeholders in your workplace rate your performance management program? 

Is it successful in retaining your best and brightest employees, boosting employee performance and building a positive work culture?

Does the program have credibility or is it seen as something to be endured to keep senior management happy?

Following on from the previous blog the next step in building a successful performance management program is -

Step 3: Develop strategies that engage people throughout

  • Ensure the policy clearly articulates the process for employee performance, ie how often performance will be reviewed, the methodology that will be used and the basis of any scoring system?
  • Ensure your process includes the opportunity for meaningful input from the team member – can they contribute to the discussion or is it one way only?
  • Create transparent business rules around remuneration policies that clearly outline any bonus or incentive schemes in place.
  • Invest in the KPI/goal setting part of the process. Really take some time to get this part right. Goal setting is a high risk area in terms of demotivating people if the goals are arbitrarily determined without sufficient opportunity for input. Most people have a very good antenna for judging whether their manager/leader is authentically interested in their views or not. Employees are far more likely to take ownership of goals if they provided input into their development.
  • Create a ‘clear line of sight’ with linkages to strategic and business planning goals to build engagement. This linkage is very important, in helping the whole team to understand the direction of the business, major priorities for the year ahead, and how each every individual is contributing to those goals through their work.
  • Use the SMART goals formula in creating goals that are: Specific, Measurable, Achievable, Relevant and Timed.

Step 4: Upskill those responsible for implementing the program

Let’s be honest. Often the problem with performance management is not the program itself but the way in which it has been implemented.

  • Build communication skills for managers. We all know that not every manager is a great communicator or ‘people person’. They may have been promoted to their current role through another area of expertise altogether, climbed the ladder through many years of service, or been appointed to ‘act in the role’ years ago, during the great restructure of ’99!
  • Educate your managers on the process and how to have difficult conversations. Many people struggle with this type of difficult conversation and unfortunately, I see that lack of confidence manifest itself in ways such as delaying or avoiding performance conversations for extended periods of time. This usually creates further problems for the workplace as both good and poor performance is not appropriately addressed.
  • I have also heard horror stories of some managers engaging in the process with all the subtlety of a sledgehammer and others who try to deliver ‘criticisms’ so gently that the key message is lost altogether on the intended recipient.

This isn’t fair on anybody and certainly won’t add value to your organisation.

Step 5: Evaluate your program regularly

Consider

  • Feedback from the stakeholders on how well the program is meeting the objectives.
  • Useful information for the team member to reflect on their performance, but also to provide the organisation information to undertake more strategic HR analysis (for example, L&D, succession planning).
  • How many opportunities have arisen to acknowledge high performance and achievement.
  • How well poor performance is addressed and lifted to expectations.

The good news is, many PPM skills can be taught!  If you would like to know more about how to maximise performance management in your organisation, please contact us

Last modified on
Trackback URL for this blog entry.