Uk performance management

1. Uk performance management
1. Performance management (and any related employee training) is for a purpose - to
create change, drive improvement, to meet your goals, whatever they may be. Make sure
you are clear on your goals and that the people you are managing or training are clear on
them too. Agree with them a specific (quantified, if possible) outcome that you both hope
and expect to achieve as a result. Often this is easy, for example if relating to
performance against simple sales targets or such like. Other times, desired change and
outcomes can be broader, for example when managing performance in a small business
where employee roles are multi-faceted. But for best effect you must be specific about
what you're looking to achieve.
2. It may be a cliché, but make sure the goals you set yourself and your employees are
SMART. That is: - Specific (as just discussed). - Measurable - so that you will know
when it has been achieved. - Agreed - your people are unlikely to bring about the
successful outcome you want unless they "buy into" the goal. - Realistic - because we're
expecting to achieve these goals, right? - Time-bound - know when you're aiming to have
it complete.
3. Set your sights high and yet don't invite failure by being unrealistic. As one small goal
after another is hit successfully, increase pace and momentum. Be aware of your team's
level of ability and confidence and stretch them accordingly. When you've got a high-
performing employee or team, it's not time to relax but to coax them on to greater
success.
4. When dealing with underperformance, often managers panic and either tolerate low
standards or demand an impossibly fast turnaround. Neither is the answer. Setting the
right expectations with achievable, measurable steps back to target, with strong review
and follow up is nearly always what's required.
5. Have long term and short term goals for your performance management activities.
Your short term goals should feed into your long term ones. Over time this allows you to
build and improve effective methods of approaching each of the core functions within
performance management and employee training. The same challenges and opportunities
are likely to arise regularly with employee induction, for example. Likewise with
particular areas of the continual development you provide for existing team members at
different levels. Even with remedying problems or underperforming employees you'll
almost certainly find certain issues coming up repeatedly. Use these key recurring
situations to develop effective performance management that you can use again and
again.
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