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Monitoring The Performance Management Process

Written by: Dr. Fathi El-Nadi

Article Overview: For a performance management process to be effective, progress must be continuously monitored. Monitoring means developing a system that enables the organization to follow up on the progress of its projects and how its employees are behaving on the doing their jobs. A good monitoring system should be driven by the following directions:

Monitoring The Performance Management Process

progress towards the objectives set in the workplan is assessed frequently;

feedback on progress relative to the goals is given to the employee; and

adjustments are made as necessary.

When providing feedback on performance remember to provide both positive feedback in addition to any negative feedback that is necessary. Expert opinion is that there should be four or five positive comments for every negative comment.


CHECKLIST: The Monitoring Phase


Meet two to three times per year to review the plan and assess progress in meeting the performance objectives

Identify any changes that may be required to the plan. Changes may be required for several reasons. For example, there could be a shift in organization priorities or the employee is required to take on unforeseen duties.

If serious performance problems are occurring, they need to be discussed in the context of these monitoring sessions and corrective action needs to be taken (see Conducting a Constructive Feedback Session below).

Determine if any extra support is required from the supervisor or others to assist the employee in achieving the objectives.

Keep track of the accomplishments and progress by writing them down on the performance management form.
Conducting a Constructive Feedback Session
If an employee is not performing up to the standards set, you will need to conduct a constructive feedback session. It's important to conduct this session before any performance problems get out of hand. It can also demonstrate due diligence if the incident persists and disciplinary action is taken.


Prepare for the meeting

Confirm the facts of the performance issue - make sure you know what happened and how the employee might have perceived the situation. Be clear about what you see is the problem and think through what you want to say. Be clear about the consequences if the employee's behavior does not improve.

Arrange to hold the discussion in a location where there will be privacy and no interruptions.

If you are emotionally upset about the problem, allow yourself time to calm down. Try to appproach the discussion objectively and impersonally.


Set the climate

Establish a positive and co-operative environment by using a non-threatening, matter-of-fact tone.


State the facts

Describe the unacceptable performance in an objective, factual, nonjudgemental way, citing specific examples of the behavior in question.

Identify the negative impact on you or on others in the workplace.


Listen

Have the employee describe the situation as they see it and provide an explanation.

Be open to any new insights on the problem coming from the employee.


Obtain the employee's agreement that a problem exists

Respond to denial, blaming of others, etc. by restating factual information and reviewing the negative impacts of the unacceptable behavior.


Agree on an action plan

Ask the employee for their suggestions for solving the problem.

Offer your suggestions if necessary.

Agree on a specific plan of action: have the employee tell you what they plan to do, how they plan to do it, and within what time period.

Document the action plan.

Specify the consequences for the employee if the problem is not corrected.


Follow up

Monitor results and meet on a periodic or regular basis to discuss progress.

Provide positive reinforcement of any improvement and continue to offer your help and support.

If the behavior has not changed over the specified time period, enact the consequences as discussed in the action plan.

Related Articles
  Performance Management - Five Steps To Success
  Appealing As Part Of Performance Managment
  Organizational Readiness To Performance Management
  Managing Employees Performance
  Designing A Performance Management System

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