How well would the stakeholders in your organisation rate your performance management program?
Do your teams find it motivating and engaging?
Does the program have credibility with team members or managers?
All organisations aim for a performance management process that adds value to a business, encourages positive performance and provides an effective framework to deal with performance gaps.
The previous blog focused on the first three parts of an effective performance management framework:
- Ensuring integration of HR Policies that directly impact on performance
- The use of position descriptions in building accountability
- Goal and performance indicator setting
The Performance Management Process
The next part of the program relates to the way the performance management process is conducted.
To assess how well you are travelling, please consider the following questions:
- How regularly do you review performance in a structured way?
- Does your existing process encourage engagement from both the employee and the manager?
- Are you acknowledging your teams in a meaningful way?
- Do you seek genuine two-way feedback?
- Does the (resource intensive) process motivate or disengage the stakeholders?
- Do you gather 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)?
- Are the scoring systems transparent and accountable to build confidence and integrity in the system by the stakeholders?
Organisations need to regularly seek feedback on the way performance is ‘managed’.
In light of that feedback, review your process and ensure that your program includes:
- Adequate timeframes so that both manager and team member can reflect and prepare for the discussion
- Provision to address past performance and focus on future goals
- The integration of relevant data
- Sufficient opportunity for both manager and team members to contribute and make comment
- An acknowledgement of high performance and achievement of goals
- A mutually agreed plan for addressing opportunities for improvement
- Development goals for the future
- A format that is streamlined and maximises data capture for both the team member and the wider organisation
Skills in the performance management conversation
The last, and most important part of the framework, is ensuring managers and supervisors are equipped to make the most of the opportunity to engage people around performance management.
This can be a very difficult conversation for many to have and unfortunately I see that lack of confidence manifest in ways such as delaying or avoiding performance conversations for extended periods. This usually creates further problems for the workplace as both good and poor performance is not appropriately addressed.
Fortunately many of the skills can be taught! If you would like to know more about how to maximise performance management in your organisation, please contact us.