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Dropped Balls
| Guest post by: James Simone |
Article Overview: If your company is still talking in terms of performance appraisal, there is a very good chance that balls are being dropped: opportunity is being missed, employee engagement is not maximized, turnover is higher than it needs to be, profit may not be maximized. Think instead in terms of performance management and realize substantial rewards.
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Free Download - FDR and Employee Engagement By James Simone |
Dropped Balls
I was chatting with a senior leader of a rather large company recently, when it became apparent that they use the term performance management as a synonym for performance appraisal. I was intrigued with this perspective, and listened and probed for as much information, to learn if in fact there was more to their performance management system than was meeting the eye.
It soon became clear that a rather well-defined performance appraisal system was in place, complete with appraiser-training programs to neutralize bias, delivery-date accountability, and other sensible, well-thought-out processes to assure that performance feedback is being delivered regularly.
It also became clear that the ball was being dropped after the appraisals.
While action planning is being identified in each PA, little is being done to support a culture of improvement, whereby the action plans are actually being accomplished. So what is happening is that the action plans are being written - purportedly as development plans - then filed and forgotten.
Challenging this, the response was The action plans are the responsibility of the individual. If they would like to achieve a higher performance ranking next time around, they will accomplish the action plan.
Fine - the trouble is that accomplishment of the action plans is no guarantee of a higher ranking in the next appraisal (and both managers and employees know that this expectancy-gap exists).
...another dropped ball.
We chatted about how the strengths of the current Appraisal system could be used to transition into an organization-wide Performance Management system. This touched on a variety of factors, including the number and nature of projects currently being managed by the firm and how these could benefit from a strong Performance Management system.
I follow-up the conversation with an email that I am pleased to share with you today, that highlights some of the guiding work for the Caffeine Performance folks. The work by Armstrong and Baron defines elements of a strong Performance Management system - all of which incidentally are provided by Caffeine to our clients - to assure that balls are no longer dropped:
- It communicates a vision of its objectives to all of the firms employees
- It communicates a vision of its objectives to all of the firms employees
- It sets departmental, unit, team, and individual performance targets that are related to wider objectives
- It conducts a formal review of progress towards these targets
- It uses the review process to identify training, development, and reward outcomes
- It evaluates the whole process to improve effectiveness
- It defines managerial structure to look after these characteristics (managers are assigned to manage the Performance Management system)
- Targets are set in express terms related to learning, measurable outputs, service, accountabilities, and other deliverables
- Formal appraisal processes are in place and used to communicate performance requirements
- Pay is linked to performance through rewards, incentives, and bonuses (with clear and attainable guidelines)
Net:
If your company is still talking in terms of appraisal-only...there is a very good chance that balls are being dropped - opportunity is being missed, employee engagement is not maximized, turnover is higher than it needs to be, profit may not be maximized.
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Article Tags: performance appraisal, performance management
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About the Author: James Simone RSS for James's articles - Visit James's website Click here to visit James's website   Quick Quiz How are decisions made at your firm After Your Engagement Survey 24 Considerations to Turn Insight Into Action FDR and Employee Engagement Dropped Balls Communications and Safety Culture I heard it through the grapevine |
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