While the tagline “perform and get paid” sounds pretty interesting and simple. It isn’t always interpreted and inclined the same way. One must understand that measuring performance management is not just limited to handling day-to-day issues or challenges in a creative manner. However, the metric “performance” is actioned best when you uncover all the key performing factors to reinforce “Your” employee base.
Too Many Cooks Spoil the Broth. Boil down to One Thought Process.
Break down your thought process and investigate the what, which, when and how prospects. Take a closer look at the existing process. Find out the outcomes and results of those workflows and processes. Once you get a clear picture, all you have to do is to get down to brass tacks. One of the first steps albeit the basics that include:
- Obtaining employee and manager feedback
- Leverage technology to manage and create reports on performance
- More meaningful and forward-thinking approach to determine the gaps
Here is the fact factor, the serendipity of performance management henceforth will be employee driven and focused on employee contributions. Social media technologies are the tools to make it more real and precise.
What’s on the Agenda?
Data is collected in many ways. At a granular level, condense – the way of approach whether it must be employee-driven or data-rich & process-light or harvesting weekly updates & forecasts of the key metrics or understanding the unique goal objectives & expectations of each audience or all the four.
After you compose a workflow to measure and manage performance, you must collect all the voices, discussions and the data insights from the org experts and put it into action. Set clear objectives to reach your complete employee base with the approach that is catered to each individual.
From this point, the workflow will spread like wildfire and intensifies your quest to improve the areas that need more attention, effort and hard work of course. And, not to forget, try to catch the low hanging fruit first, you can aim for the farthest later on.
At a glance, your end goal is to empower every individual and procure tangible data insights.
Did You Know?
The recent survey report published by McKinsey confirms that nearly 52% of employees confess that their organizations have performed better than their peers in recent years.
lo and behold!
Let’s Discuss on How to Change and Customize the Model for Your Company.
Take a look at these six terrible factors that impact performance management levels.
- Reiterate Obsolete Models to Measure Performance Management
Have a plan before not at the nth hour. As on date, most of the companies have been turning down the humdrum annual appraisals to more regular check-in and real-time feedback.
Understanding the end goal, and the types of employee behaviours are critical when adapting existing performance management processes to help propel performance. Redesign your performance management as per the modern age to put your organization at the competitive edge.
- Move Your Intention from Quantity to Quality
Align the ladder first and start climbing. Build and customize models based on your requirement.
For ex: if you want to analyze and understand the employee turnover framework, you need to build a process that wants to focus and highlight high performers _ the employees that we want to hold tight.
If you are focused on exploring collaboration patterns, you need to reach the best performers among the teams. Likewise, to measure performance, you need to ensure the performance metrics are aligned to PA (Performance Appraisal) deployment.
Accountability plays a significant role when aiming for higher performance. You need accurate measures to unveil who is performing best, moderate and low. The key is accountability. Ensure that your metrics reflects your org culture, brand and customer experience.
- Ensuring Analytics Data Are Applied to Inflate Output
Start addressing the gaps. At the macro level, the struggle begins when you start prying with the end goals and the data insights that you have got. It’s better to identify these two things:
- Is it fetching the desired outcome as per the metric?
By choosing a correct measure, you can bifurcate the reflection of the level of impact both individually and by achieving org goals.
- Make sure that your employees embrace the transparency of performance measures until the end.
Advocate the managers to develop coaching cultures. This initiative leads to fine-tuning the goals and actively participating in employing PA strategies. Maintaining secrecy often leads to negativity because “we humans” immediately react if we are judged in a more perplexed way.
- Create a Growth Mindset
Always remember the protagonist in your organization is the employee. Set a recap schedule to accelerate and touch base the growth aspects.
Meaning: Set precise goals that induce growth mindset. Individuals who consume goals will aim high to outperform and reach goals within the stipulated time interval.
Widely speaking, goal alignment fetches the right information of what skills need to be expanded, what training needs to be added or modified, what improvements can be made and designed. “We, as humans” can do and perform things far better when we take the ownership of our success.
In the end, if you look at the bigger picture, your employees feel more connected, confident and motivated to reach their goals.
- Distinguish the Rewards Conversation from the Development Conversations
Break the molecules into atoms. Go with the parallel process method, meaning: outline the ongoing developing issues and coaching conversations. Differentiating the process is a fundamental way to spin the boss/employee camaraderie.
When managers can establish expectations the right way — expectations that are clear, collaborative and aligned — they create trusted relationships with their employees and properly align them with their roles.
- Change Requires Better Tools
Still using numbers to rate the performance scores? Get assured that you are definitely not going to achieve fruitions outcome as it is expected to be.
Companies are swapping from the quotidian review method to neoteric techniques and engaging experience via an app, social media tools or face-to-face performance check-ins.
Competency will then develop in ways that radically changes the interactions between leaders and their team members. A flawed performance management strategy can be alarming and chronic especially if it fails to engage and align most of the workforce’s future needs.
One Thing Is Clear:
As companies continue to abandon annual appraisals and employee ratings, businesses try to prefer for continuous performance management software over appraisal software. Further to propose, understanding your employees’ individual passions and ambitions allows mentors to have constant career conversations.
Org’s are continuously in need of a software that is simpler, lighter touch, flexible and which supports meaningful discussions and feedback, rather than a system which just captures data and automates archaic appraisal processes.
Companies no longer need feature-rich technology as it is more expensive, less reliable and acts as a barrier to good performance management.
Simpler software, on the other hand, is nimbler and more user-driven, it requires little to no training and encourages purposeful dialogue.
In light of those discussed points, by unearthing the desired information, you gain the ability to interact and fight the challenges of performance management. There is a plethora of social media tools but, a tool with the right concoction of a meaningful process will elicit overwhelmingly positive results.