Outstanding companies are marked not only by the
quality of their employees, but also by the ability of management to
systematically maximize their potential.Without effective managers skills in performance management, employees are denied an
opportunity to participate in a proven, critical process that improves job
satisfaction and performance, while managers are denied the fundamental
analysis necessary for identifying and fixing areas of under-performance.
managers skills in performance management raises morale, provides the basis for a fair
compensation system, helps managers to promote effectively, and improves
employee morale and retention.Without
it, no company can succeed.
Before launching a new system of performance
evaluation, employees must be assured that you are working toward mutually
evaluations should not be presented as punitive in nature, but rather as honest
appraisals designed to help employees improve.
Employees need to have both an understanding of and
confidence in the process.You should
have brief, individual meetings with each employee under your supervision
before launching a new system of performance evaluation and improvement.
job responsibilities and performance expectations, create clear and
measurable work objectives, and clarify organizationalgoals and
each employee's role in meeting
for questions andemployee
input.Together create adraft of
behavioral anchors thatcorrespond
to your employee'sessential
job functions.This servesas a
contract of sorts between youand your
employee and a point ofreference to which you can returnthroughout the year.
quarterly, formal performance updates and check in with your employee regularly
in-between.A short chat is usually
sufficient.View these chats as
opportunities to head off areas of concern before they lead to
Use a diagnostic approach to resolving
problems.What is causing the employee
to fail?Are expectations unreasonable
or unclear?Is it an issue of employee
temperament?Does your employee need additional
Focus on successes as well as shortcomings.Be sure to praise and thank individuals for
tasks that they do well at various times during the year.Be specific with your praise, saying, for
example, "You did an excellent job arranging that sales conference. I feel like
I can always count on you to take care of details, like boosting registration."
Performance management is a two-way street.Just as your employee has a responsibility to
strive to meet or exceed performance standards, so do you have a responsibility
to provide the tools necessary for success.
Be ready and available to remove barriers that are
preventing your employee from succeeding, and don't be afraid to modify the
behavioral anchors that you drafted at the beginning of the year if they are no
longer appropriate to the situation.
Your job is to set your
employees up to win.They should view
you as a partner in their success and improvement, not someone who is
constantly looking for negatives to whack them over the head with during their
yearly performance reviews.
Schedule uninterrupted time for every yearly
performance review and give each employee your undivided attention.Be positive and supportive at all times, even
when discussing negatives.
An employee should never be surprised by your areas
of concern.Ambushing someone with
previously unknown complaints about his or her performance creates distrust.
Allow for employee input.It is natural for employees to disagree with
parts of your assessment.Give their
input a full hearing and consideration.Do not become argumentative or angry at their disagreement.
Close the meeting by providing exact instructions
on how your employees can earn better ratings in areas that you've marked for
improvement.Inform your employees that
they can visit your supervisor if there are still areas of disagreement in your
assessment. Be sure to thank your employees for their contributions before
Effective performance management removes the us
vs. them mentality and replaces it with two ingredients that virtually ensure
superior performance teamwork and support.