Reinforce company and employee expectations through Performance Management

PERFORMANCE MANAGEMENT
A performance management system that will help you better manage both the business and people in your work groups and business units.

This system will help you understand your role in achieving organizational goals, and translate organizational goals and philosophies into everyday practices.

Like any new system to become an integral part of an organization, it must be introduced properly to the people who will use it. Likewise, people must be trained to use it to ensure its efficiency and effectiveness. In addition, the system must be monitored and evaluated regularly and continually improved until it meets the needs of the organization and people within the organization.

The objectives of the performance management system are to ensure that individual goals are linked to business goals, and to ensure that all managers are skills as performance coaches in providing clear directions, coaching, giving tracking performance and providing constructive feedback. Also, to ensure performance management tools are available, ensure proper timing of events in the performance management cycle, and develop strong links between links between performance and rewards.

These performance management principles form the foundation of the system:

• Managers and employees share responsibilities for business results
• Results are not the only focus, the process used to achieve results must be effective to achieve high performance
• Everyone is responsible for their own performance and ultimately for business results
• Everyone is encouraged to be a partner in business success — High involvement increases commitment.

The management of performance is essential to this strategy so that performance can improve across the organization.The success of an organizational Performance Management role out depends on the support and role modeling from senior management. In order to achieve this success, seniormanagers to demonstrate a leadership role by taking responsibility for Performance Management with direct reports.

When organizations are committed to delivering a dynamic performance culture in which every person in the organization will understand the impact their work has on organizational business objectives, and know how theybenefit from achieving high levels of performance.

By establishing a performance culture that values high performance, performance will be better managed, including poor performance. When performance is managed, accountability and ownership of the process is clear.

Performance Management Intervention
Business performance is one of the key levers for business improvement and becoming a high performing organization. We consult with you to develop an integrated strategy to improve business performance in order to increase the capability to become a high performing and profitable organization.

Steps to implement a Performance Management System

1. Business Performance Planning
• Business goals are defined and linked to organizational goals. Managers identify their KRA’s and targets, and communicate goals and clarify expectations to employees.
2. Individual Performance & Development Planning
• To ensure individual goals are linked to business goals, managers meet with each employee to identify their performance objectives and measures. Individual Performance and Development Planning. Managers and employee assess developmental needs and identify areas competencies. Employees identify individual development plan and tracking methods. Managers and employees meet to agree on a development plan.
3. Track Performance Quarterly
• In order to ensure success, employees and managers track performance and provide feedback
4. Conduct Frequent/Quarterly Feedback Discussions
• Managers and employees meet to review current performance to plan
5. Final Performance Review Discussion — No Surprises!
• Managers and employee meets to discuss final performance review
6. Compensation Discussion
• Manager and employee discuss compensation tied to performance
7. Career Development
• Manager discusses career interests with employees. Manager reviews employee performance and development outcomes and identifies potential succession planning, promotional, or career development opportunities with his/her manager.
8. Overal Performance Process Review
   • The Organizational Performance Process System is reviewed by collecting feedback from each region and assessing challenges, issues, and opportunities to improve the system.

Performance Improvement
As performance consultants, we have a systematic approach to identify performance issues in the workplace.

Before we perform a reliable diagnosis and suggest appropriate interventions, we conduct a culture audit focusing on three areas: the workers, the work processes and the workplace — organization.

Below are examples of areas to look at and types of questions to ask to determine the culture:

1. Workers
   

   Leadership Follower-ship Motivation Incentives

   Learning Information Heroes, past and present

2. Work Processes
   

   Services Sales Operations

   Line Groups Staff Groups

3. Workplace
   

   Vision Values Structure Environment Technology

   Leadership Practices Management Practices Rites Rituals Brand Image

Based on the results of the assessment, we can help you determine the best strategy to develop your performance management process.

COMPETENCY MODELS Competency identification is a key factor for HR practices in the areas of 360 Feedback, compensation, performance management, selection and succession planning, and training and development.

Competencies are the behaviors, knowledge and skills required for organizational and individual success. Key competencies are defined to identify performance expectations, to align behavior with core values, to determine how work gets done and what training and development is required to meet business goals.

Competency development can be measured by using quality tools such as six sigma and balanced scorecard to determine measurement criteria. Objective measurement is an important aspect of competency outcomes.

For successful implementation of competency development, ensure there is a linkage between competencies and organizational strategies. Focus on the integration of the competencies with all HR processes. Ensure top management buy-in and ongoing support. Involve managers and employees in the competency development process.

Competency development can be used for the following OD interventions:

• Succession Planning Initiatives
  • Ensure support from senior management
  • Hold individual managers accountable for succession planning
  • Link succession plans to current and future business strategies
  • Use developmental assignments
  • Link to multiple HR Systems
  • Use multi-rate instruments and simulations to evaluate succession candidates
     
• Performance Improvement Strategies
  • Clear link between pay and performance
  • Provides frequent, continuous multi-sourced feedback
  • Performance Goals aligned to organizational goals
  • Rewards tied to goal achievement and behavioral competencies
  • Future oriented
  • Employee initiated
  • Frequent feedback process on progress
  • Measurement tied to organizational performance
  • Linked to developmental planning
     
• 360 Feedback Assessment
  • Links competency development to business goals
  • Executives play key role or pilot the process
  • Communicate the goal, process and roles and responsibilities
  • Provide one on one feedback and coaching
  • Gain trust and buy-in
  • Keep feedback confidential
  • Ensure employee is responsible for developmental opportunities
  • Keep separate from performance review process
  • Identify the group strength and impact on business or human resource strategies
     
• Competency Based Selection and Employee Training
  • Competency models can be used to identify major job responsibilities within a job category. This is an effective process for defining job responsibilities, tasks, training requirements, behaviors, skills, experience required to perform job responsibilities. This process can be used for new start up operations, to redesign jobs, for ISO, FDA, FAA, and other required standards of operation requirement to validate standard procedures. The process can be used to update job descriptions, conduct job analysis, create training guidelines, and identify training needs.

Competency development contributes to organization success when there is a compelling business reason for defining core competencies (such as change) and competency development is applied to critical areas needing support.