Organizational Readiness To Performance Management
Organizational Readiness To Performance Management
well designed jobs
written job descriptions
comprehensive orientation
effective training
effective supervision
a positive work environment
If you do not have these human resource management practices in place then the first step for your organization will be to develop them before you establish a performance management process. Without the necessary human resource management practices in place, a performance management process at best will achieve modest improvements in performance and at worst may result in decreases in performance.
The performance management process must have the support of the Board, Executive Director and other senior managers. The establishment of a good performance management process requires time and resources.
Examples of management support for performance management include:
giving top performers more challenging/enriching work;
making money available for training and other types of development;
demonstrating commitment to deal with poor performance.
Management support to act upon the outcomes of the performance management process is also necessary. It is essential that:
good performance is recognized
inadequate performance results in the necessary support and/or training to improve performance
consistently poor performance results in a change of responsibilities or termination, as appropriate.
If your organization will not act upon the outcomes of a performance management process, then there may be little point in establishing the process in the first place.
Organizational Fit
A good performance management system must fit the strategic direction and culture of your organization. Following are guiding principles that are consistently found in effective performance management systems and that you should adapt for your organization:
Performance management links the goals of the individual employee to the goals of the organization.
The employee and supervisor collaborate to set goals and review performance.
Performance management is an on-going process; it is not a once a year appraisal.
The performance management process is forward looking; past performance is summarized and future goals are set.
The process is based on two-way communication between the employee and supervisor.
The process monitors and measures result (what) and behaviour (how). The process does not evaluate personal traits, such as initiative - these are too subjective.
The manager provides both positive feedback for a job well done and constructive feedback when improvement is needed.
Training and development opportunities are provided for improving performance.
Organizational Readiness To Performance Management - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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The other HR practices which should be in place prior to developing a performance management process should include the following components:
well designed jobs
written job descriptions
comprehensive orientation
effective training
effective supervision
a positive work environment
If you do not have these human resource management practices in place then the first step for your organization will be to develop them before you establish a performance management process. Without the necessary human resource management practices in place, a performance management process at best will achieve modest improvements in performance and at worst may result in decreases in performance.
The performance management process must have the support of the Board, Executive Director and other senior managers. The establishment of a good performance management process requires time and resources.
Examples of management support for performance management include:
giving top performers more challenging/enriching work;
making money available for training and other types of development;
demonstrating commitment to deal with poor performance.
Management support to act upon the outcomes of the performance management process is also necessary. It is essential that:
good performance is recognized
inadequate performance results in the necessary support and/or training to improve performance
consistently poor performance results in a change of responsibilities or termination, as appropriate.
If your organization will not act upon the outcomes of a performance management process, then there may be little point in establishing the process in the first place.
Organizational Fit
A good performance management system must fit the strategic direction and culture of your organization. Following are guiding principles that are consistently found in effective performance management systems and that you should adapt for your organization:
Performance management links the goals of the individual employee to the goals of the organization.
The employee and supervisor collaborate to set goals and review performance.
Performance management is an on-going process; it is not a once a year appraisal.
The performance management process is forward looking; past performance is summarized and future goals are set.
The process is based on two-way communication between the employee and supervisor.
The process monitors and measures result (what) and behaviour (how). The process does not evaluate personal traits, such as initiative - these are too subjective.
The manager provides both positive feedback for a job well done and constructive feedback when improvement is needed.
Training and development opportunities are provided for improving performance.
Organizational Readiness To Performance Management - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
Like this article? Share it with your friends
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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