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About Us
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Performance Management
Succession Planning
Leader Development
HR Basics
Performance Management
The purpose of
performance management systems is to leverage compensation and feedback/learning
practices to ensure strategy-culture alignment (i.e., that people behave
consistent with the business strategy).
When the
performance management system is aligned with business strategy, employees understand why and how their efforts link
to the success of the enterprise. We believe that job performance for most
jobs can be generically categorized in four dimensions:
- Core task performance refers to the key results or outcomes
associated with the set of duties and core tasks that define a
particular job. For example, the core task performance of sales
professionals may be assessed in terms of units sold and profits on
those units.
- Job dedication involves self-disciplined behaviors that
demonstrate loyalty, commitment, and motivation, such as taking
initiative, following rules, and working hard. Some writers
label this "organizational citizenship."
- Interpersonal facilitation refers to putting people at ease,
building and mending relationships, compassion, sensitivity,
cooperation, and consideration (i.e., interpersonal effectiveness).
- Retention refers to remaining on the job or in the
organization.
We believe that people do what they are
paid to do and that most performance management practices pay people for
activities, rather than results. Those that pay people for results (i.e.,
core task performance) often fail to provide incentives for job dedication,
interpersonal facilitation, and retention.
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The government worker who
painted over this animal was probably paid to stripe the street (an
activity) rather than for an appropriately striped street (a result).
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Concepts Underlying Performance Management
- Continuous performance improvement
- Targeted performance is linked to appropriate rewards
- Employee involvement is key to performance development
- Expectations and objectives need to be explicit, clear, and linked
to corporate objectives
- Performance management requires ongoing feedback, coaching, and
developmental planning
Problems Common to Performance Management Systems
- Behaviors or traits measured are irrelevant to business strategy.
- Behaviors or traits measured fail to capture all of the dimensions
of job performance.
- The process emphasizes a "score" that translates into a
raise (or lack thereof).
- The review is solely prepared and conducted by the employee's manager, who independently
makes the assessment of performance.
- Managers surprise employees with negative feedback not previously
discussed with the employee.
- Employees are assessed in terms of a shotgun approach of listing
adjectives.
- Managers and employees do not discuss and agree upon objectives to
be achieved prior to the review period.
- Managers are not trained to use the system.
What We Do
- Job and strategy analyses to ascertain competencies and key result
areas/objectives to be assessed
- Design a performance management format and process to evaluate
employee or team member, team, or work unit performance in terms of the identified
criteria
- Integrate performance criteria with your compensation system
- Train supervisors and managers (or train the in-house trainers) to
implement the process
- Assist with implementation of and communication about the process to
the employee population
The wheel has not yet been invented for a standard performance appraisal
form. In order for performance management to work, the system design and
implementation must be linked to business strategy. We offer services to
help you leverage best practice and enterprise-specific competency models, performance data, and feedback
systems to strengthen strategy-culture alignment.
For more information:
or call us at: (504) 231-8239
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