A Fresh Look at Performance Management
Mazhar Irfan, HRMP
+971 56 7175231
(Reference: SHRM Foundations Effective Practice Guidelines Series)
The Business Case
To build a high-performance culture, training needs to be
effectively delivered and transferred to the job through the use of environmental cues, tools and reinforces that drive behavioral change. Effective performance management behavior leads to better:
Bottom line results
Employee engagement
Retention of key staff
Effective Performance Management Requires
Most performance management strategies focus on
developing improved rating tools and processes - including various rating formats, different rating criteria, more elaborate process steps and using raters with disparate points of view. The effective performance management requires regular and ongoing activity:
Communicating expectations on a regular basis. Providing feedback in real time whenever exceptional or poor
performance is observed. Helping employees develop expertise that maximizes their potential.
Improvements in Performance Management
Clarified What is Rated
Make it clear what is to be rated. Objectives, Results, Individual Competencies, Behaivours, Contributions.
Changed The Rating Scale
Ranged betwen 3,5,7 and upto a 9 point Rating Sclae. Pass / Fail Scales Narrative Scales
Change Who Rates
MBO, Self Appriasal, 360 Degree Feedback Line Managers, Peers, Customers or Employees themselves
Change the Goals
SMART or Cascade Individual or Teams
Note:
Rather than trying to improve performance management tools
and processes, focus instead on creating a high-performance culture by improving the frequency and effectiveness of performance management behavior.
Real Challenges
Rather than trying to improve performance management
tools and processes, instead focus on creating a highperformance culture by improving the frequency and effectiveness of performance management behavior. The key challenges to include following assumptions.
Performance management to help managers make pay decisions. Performance management to provide documentation that
organizations need to defend themselves. Performance management to provide a mechanism to deal with poor performers.
Challenges to Build a Performance Culture
Extent that Managers believe performance management
is essential to getting work done.
Quality and trust of the manager-employee relationship.
How well the company reinforces successful performance
management behavior as a key business strategy.
Developing a High Performance Culture
The development of performance culture is the main
essence and it required it is a continuous process.
For convenience it be segregated into four steps.
Steps Developing a High Performance Culture
Motivate Change Lay Foundation
Assess current Culture Shift performance Management Mindset Scale back burdensome demands Introduce new concepts Put the right people in managerial job Provide Tools & Resources to drive behavior
Sustain Behavior
Monitor & Improve
Hold leaders accountable for continuous improvement
Step 1: Motivate Change
Assess the Current Culture
1. 2. 3.
Ensuring employees understand the big picture and their role and contribution to the mission, Setting clear expectations and providing feedback so employees can succeed, and Developing individual employees so they achieve their maximum potential.
Shift Performance Management Mindset
Both managers and employees must engage in performance management behavior to accomplish anything at work, so this mindset benefits everyone.
Step 1: Motivate Change
Communicate the Big Picture
Clearly articulate the organizations mission and priorities. 2. Discuss how the work fits into the overall mission. 3. Tailor the type of expectations to the particular jobbehaviors, results or SMART goals.
1.
Provide Ongoing Expectations and Feedback
Set ongoing expectations in real time throughout the rating period 2. Provide regular updates so employees understand context and outside factors affecting their work.
1.
Step 1: Motivate Change
Develop Others Through Experience
Use job experience as the primary means of developing employees. Continually seek job experience that builds performance.
a. b. c. d.
Stretch outside comfort zone. Provide opportunities to make mistakes. Entail deliberate practice and feedback. Make relevant to role.
How to Improve Performance Management
Behavioral Standards
Can be used in most jobs. Most relevant for knowledge work. Example: Treat others with professionalism and respect; communicate clearly.
Objective Results
Best for jobs with clear, readily measured outcomes. Measure what matters, not just what can be measured. Examples: sales quotas, production rates, error rates.
Task or Project Goals
Best for jobs that are dynamic, but in which nearer-term activities and milestones can be defined. Closest thing to SMART. Example: Complete ABC report by Thursday.
Improved Performance Management
Strategies
Communicate the Big Picture
Managers Benefits
Employees contribute more when they understand the big picture, meaning less work for managers. Managers gain higher-quality work from staff more quickly with less rework. Managers accomplish more, succeed faster and focus on what they want to do.
Employees Benefits
Employees feel more connected and make wiser decisions, increasing engagement and results. Employees perform better work and feel more confident about their contributions Employees grow, develop and advance more quickly.
Provide Ongoing Expectations and Feedback Develop Others Through Experience
Feedback
Formal Feedback
Occurs in formal sit-down meetings (infrequent). Covers work conducted over time: Multiple performance events and competencies. Initiated, led and controlled by the manager.
Informal Feedback
Occurs spontaneously whenever discussion is needed. Covers a specific incidentwhat went right or wrong and what to do differently. Relies on two-way accountability and interaction.
Performance Culture by Building Trust
Leader Behaviors to Build Trust
Make realistic commitments Follow through on promises Keep others informed Show support and avoid blame Share information Protect those not present
Employee Responses Trust
Willingness to follow manager lead Willingness to take feedback Perception of fair treatment Increased innovation & creativity Higher satisfaction Increased effectiveness
Step 2: Lay Foundation
Scale Back Burdensome Demands
Eliminate formal system steps that do not add value or undermine
effective performance management behavior. Use the smallest number of rating factors possible to cover job requirements. Simplify rating scale and requirements. Identify tools that will be well received and that effectively drive desired behavior..
Step 2: Lay Foundation
Introduce New Concepts
Put the Right People in Managerial Jobs Eliminate formal system steps that do not add value or
undermine effective performance management behavior. Use the smallest number of rating factors possible to cover job requirements. Simplify rating scale and requirements. Identify tools that will be well received and that effectively drive desired behavior..
Simplify the Rating Scale
Unacceptable
Failed to meet technical quality standards; work was incomplete, poorly conceived, error-ridden or not well targeted; work performed unsatisfactorily or in an unresponsive manner.
Successful
Products and services met expectations, were complete, well targeted and understandable; work performed was responsive and competent.
Outstanding
Surpassed quality standards and expectations; products were thorough, error-free, ideally targeted and maximally responsive to needs.
Traditional Training
Traditional Training
Typically Manager only Primarily on navigating the formal process Focuses on knowledge acquisition, not skill building Often disconnected from on-the-job realities No accountability for learning or application No reinforcement on the job
Training for Change Behavior
Training provided for both Managers and Employees Deeper dive, focusing on the knowing/ doing gap More individualized, using assessment results as baseline Uncovers underlying fears and attitudes that prevent change Accountability for learning and application Tools to facilitate change
Behavior Change
Suggestion for Training Topics
For both Managers & Employees
Building trust. Learning strategies for communication. Ongoing expectations and feedback. Developing through experience
For Managers
Communicating the Big Picture. Diagnosing and Addressing Performance Issues. Deep-diving on Feedback and Coaching Skills
For Employees
Ensuring Clear Expectations. Seeking Feedback. Reacting Well to Feedback.
Step 3: Sustain Behavior
Provide Tools and Resources to Drive Behavior Automated tools that drive feedback and development embedded in enterprise systems. Attention-grabbing messaging pushed out via automated systems. Performance management hotlines and coaches. Social networking tools and supports to share experiences and lessons learned.
Old Versus Modern Thinking Patterns
Old Pattern
Organizational Alignment Goals Development Cascading goals
Modern Pattern
Mission articulation and discussions of fit
SMART goals at the beginning Ongoing expectations as of the cycle work evolves Reluctance to discuss; primarily formal training Once or twice a year; perfunctory and dreaded Part of daily routine; acquiring experience, mentoring Regular discussions embedded in work
Feedback Performance Ratings
Detailed to support decisions, Simplified; small number of often cumbersome and low factors defined by standards value
Old Versus Modern Thinking Patterns
Old Pattern
Training For managers on formal system requirements
Extensive, with documentation requirements Whether steps are completed or not
Modern Pattern
For managers and employees on day-today behavior
Considerably streamlined
Policies and Procedures
Evaluation, Monitoring
Pulse surveys to gauge behavior, satisfaction, results and perceived value
Step 4: Monitor and Improve
Hold Leaders Accountable for Continuous Improvement
by focusing the following:
Managers provide regular feedback on and examples of
behaviors exhibited by employees who embody core values. Purpose of tool is to help employees understand how they are perceived. Not used for reward or disciplinary purposes. Free classes offered to employees on improving behavior that reflects core values
Evaluation Metrics
Business Results (decreased turnover, improved outcomes)
Behavior Change from existing state (pulse surveys/360s)
Employee and Leader views (surveys, focus groups)
Performance Management Guidelines
Evaluate employees on job-relevant factors. Inform employees of expectations and evaluation standards in
advance. Have a documented process with specified roles for managers and employees. Train managers and employees on the performance management process and relevant skills. Document justifications for rewards/decisions by managers. Provide timely feedback on performance issues. Allow employees to formally comment on and appeal evaluations. Make sure evaluations used for decision-making are consistent with decisions.
Mazhar Irfan, HRMP HR Professional UAE +971 56 7175231
