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 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.
Effective 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.
Trust
Before launching a new system of performance evaluation, employees must be assured that you are working toward mutually beneficial goals. Performance 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. Discuss job responsibilities and performance expectations, create clear and measurable work objectives, and clarify organizational goals and each employee’s role in meeting them.
Allow time for questions and employee input. Together create a draft of behavioral anchors that correspond to your employee’s essential job functions or review your company’s standard job description for the position. This serves as a contract of sorts between you and your employee and a point of reference to which you can return throughout the year.
Feedback
Schedule 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 under-performance.
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 training?
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.”
Without effective 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.
Trust
Before launching a new system of performance evaluation, employees must be assured that you are working toward mutually beneficial goals. Performance 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. Discuss job responsibilities and performance expectations, create clear and measurable work objectives, and clarify organizational goals and each employee’s role in meeting them.
Allow time for questions and employee input. Together create a draft of behavioral anchors that correspond to your employee’s essential job functions or review your company’s standard job description for the position. This serves as a contract of sorts between you and your employee and a point of reference to which you can return throughout the year.
Feedback
Schedule 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 under-performance.
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 training?
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.”
