Performance management is a set of activities that ensure goals are met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, an employee, or the processes in place to manage particular tasks.
Performance management is more than just an annual review process.
Performance Management is about creating the kind of environment that employees value: one that develops, engages, and inspires employees to achieve high performance throughout their career.
The key to creating value is to develop more than just a check-the-box mentality around performance management. Many organizations miss the mark and rely solely on reviews, ratings, and extrinsic rewards, such as raises and bonuses, as their primary means of motivation. Reviews often fail to capitalize on the innate human desire to do good, grow personally, have meaningful relationships, maintain control, and do work they enjoy, all while providing clear expectations. The best companies find ways to enable employees to grow their careers through focused direction and real-time future-facing feedback.
Overseeing performance and providing feedback is not an isolated event, focused in an annual performance review. It is an ongoing process that takes place throughout the year. The Performance Management process is a cycle, with discussions varying year-to-year based on changing objectives.
The cycle includes Planning, Checking-In, and Review.
To begin the planning process, you and your employee review overall expectations, which includes collaborating on the development of performance objectives. Individual development goals are also updated. You then develop a performance plan that directs the employee's efforts toward achieving specific results to support organizational excellence and employee success.
Goals and objectives are discussed throughout the year, during check-in meetings. This provides a framework to ensure employees achieve results through coaching and mutual feedback.
At the end of the performance period, you review the employee's performance against expected objectives, as well as the means used and behaviors demonstrated in achieving those objectives. Together, you establish new objectives for the next performance period.
Innovative performance Solution
By clearly defining both individual and team based responsibilities in the form of KRA’s as well as by creating an understanding of shared mutual accountabilities, a good performance management system enables, empowers and facilitates the development of staff members.
Performance management begins with the recruitment process. To ensure a good job fit, it requires proper orientation to the job, clear goals and standards, and training.
Annual reviews are still valuable but should be viewed more as important communication opportunities. Feedback on employee performance should be given by the manager on a daily or weekly basis, not left to a once-a-year discussion.
Effective performance management creates a fairer and more efficient workplace: fairer because hard-working, effective employees can be recognized and rewarded; more efficient because employees who need support and direction can be identified and given the help they need.
Performance management helps both the employee and the employer succeed. Talalweh Consultancy will review your processes, propose improvements and coach managers to help them give constructive feedback every day of the year.
performance management system
- Develop clear job profile
- Work Planning and defining expectations
- Align company objectives with individual objectives
- Write S.M.A.R.T. Goals
- Provide a common understanding of the scope and requirements of a specific role
- Provide the necessary platform to discuss employee aspirations and development opportunities
- Set Performance Standards
- Set employees KPIs
- Define Behaviors
- set employee Competencies
- Transform the role of performance management to a more strategic level
- Recognize and identify achievements and successes
- Create Balance Scorecards
- aligning individual objectives to organizational objectives and encouraging individuals to uphold corporate core values;
- enabling expectations to be defi ned and agreed in terms of role responsibilities and accountabilities (expected to do), skills (expected to have) and behaviours (expected to be)
- providing opportunities for individuals to identify their own goals and develop their skills and competencies.
- Develop a performance culture
- Ongoing role or work objectives – all roles have built-in objectives that may be expressed as key result areas in a role profile.
- Targets – these defi ne the quantifi able results to be attained as measured in such terms as output, throughput, income, sales, levels of service delivery and cost reduction
- Tasks/projects – objectives can be set for the completion of tasks or projects by a specified date or to achieve an interim result.
- Competency – behavioural expectations are often set out generally in competency frameworks but they may also be defined individually under the framework headings.