1. Management performance evaluation
Sorry, to be the bah humbug of the holiday season...but for many organizations, this time
of the year not only signals festivities, but the dreaded (yes, I said dreaded) annual
employee appraisals. Supervisors and managers are procrastinating about doing the
reviews (they have REAL work to do you know...), employees are fearful of what they
will hear (or not hear as the case may be) that should have been brought up AGES ago.
And well, time will be wasted again by all - oh, and does this really matter anyway when
it comes to getting results?
YES!
Your organization's performance management system is your BEST tool for helping you
and others in your organization live out the vision, mission and achieve strategic goals. It
is the one system that focuses on the people side of your equation AND helps to engage
others to do and bring their best.
(Did I hear a hallelujah? or was that laughing?)
The problem is...most performance management systems out there are useless, out-of-
date, out-of-touch, and do nothing to motivate your best performers.
Great performance management systems encourage three things: Data, Dialogue and
Discipline. This article (the first of three) will look at the importance of using DATA!
DATA:
Performance management systems fail when there is a lack of data. Data in performance
includes the following: Expectations, Goals, Competencies,
Skills/Knowledge/Experience to do the job, Organizational Strategy and Purpose (vision/
mission/values), Performance Milestones, Feedback, Performance Scorecards
Data provides the WHAT in performance management. What is someone expected to do
(goals), by what standard and by when? It also relates to the WHY? Why is this
expectation or goal important - why does it matter? How does it help the organization
achieve its overall goal? Finally, data relates to HOW - how will the goal be
accomplished. What resources are available and necessary? Does the employee have the
skills and knowledge necessary? All of this information must be planned at the beginning
of the year or performance review period to ensure that we start out on the right foot.
By the way - data for performance management is NOT found in the job description! Job
descriptions may include job responsibilities but here are some problems with using
them:
2. 1) Most job descriptions are outdated! When performance management is based on
outdated information, no wonder people lose respect for the process! Most job
descriptions do not describe what is actually done on a day to day basis -therefore, you
can't hold someone accountable to it.
2) Job Descriptions are too Generic! Performance management needs to be linked to the
individual performing the job. My expectation for someone who has been in the job for 1
year is different than someone who has been in the job for 5 years. Yet when we use the
job description only, we use the same standard for performance - that hardly seems
right...
3) Job Descriptions are not usually forward thinking. They don't describe the special
projects or goals that move the organization forward in the long-term. Yet that is the kind
of goals and expectations that will move an organization forward.
But having DATA at the beginning of the year is just the start. Throughout the year data
needs to be continued to be collected in order to know if individuals are progressing
against the goals. Tracking of data through milestone, quarterly reviews and performance
scorecards are basics that should be part of any good performance management system.
What to do:
1) Ensure EVERYONE (from your C-suite to your entry-level staff) understand the
organizational strategy and the overall organizational goals. Top level data. Yes, we
know this is important but less than 5% of organizations that I speak to can realistically
say they do this well.
2) Cascade top organizational goals throughout the organization, ensuring that everyone
has goals and objectives that align or feed into the top goals. Make sure discussions are
held to help all employees understand where they 'fit' in achieving those goals. When I
know that I make a difference and the purpose of my work, I become more motivated and
engaged in what I am doing - as long as I really believe it in!
3) Ensure that everyone has SMARTER goals/expectations defined. And make sure that
both the employee and the manager are involved in setting the goals/expectations. As we
always say at Best Year Yet - "I shall not destroy that which I helped to create."
SMARTER goals are
• S - Specific. Vague goals lead to vague results. Be specific as possible as to the
RESULT or OUTCOME you are looking to achieve.
• M - Measurable.
• A - Attainable. Can an employee attain this - do they have the skills and
capabilities? Are there other resources available such as budget or funding?
• R - Relevant - do the goals matter and are they linked to the company's goals
• T - Timebound - do individuals know when this goal needs to be accomplished?
• E - Exciting & Ethical
3. • R - Recorded. Do you have it written in a place so it can be reviewed and tracked?
4) Ensure you not only make performance goals but that each individual has a Personal
Development Plan (PDP) for the year.
5) Track performance regularly so you know where the company and employees are at all
times. We call this at Best Year Yet - Playing the Game. Two rules - know exactly where
you want to go (SMARTER goals) and know exactly where you want to be. By knowing
this, people are compelled to close the gap. Track performance visually so you always
have the data on hand. When you do this, it is easier to change course when you need to.
6) Gather data on a regular basis to provide support and documentation for performance.
This is not only important when someone isn't performing up to standards but also so
there is evidence of GREAT performance - when people are doing well and when
performance needs to be recognized and celebrated. Celebrating successes is one of the
best ways to motivate someone to go to the next level.
Current and relevant data is a MUST for any performance management system to be
successful. What can you do today to help you improve your organization's data?
http://performanceappraisalebooks.info/ : Over 200 ebooks, templates, forms for
performance appraisal.
