When it’s performance management time, is everyone just thrilled to be part of the process? People love to get feedback, and managers are just itching to have those constructive feedback discussions with their fully engaged employees.
Not so much, I get it. For the past several years I have worked with companies both large and small to deal with this very issue, and believe it or not, we are making some serious inroads into this area without a great deal of kicking and screaming in the process.
What most managers and employees loathe about performance management is the subjective nature of the process, and yes, there will always be some of that. However, the bulk of the process should be very clear and easy if you are working within an accountability and responsibility framework. This process involves a cascading concept that takes the executive’s accountability and breaks that down, distributing it among the different departments and the managers within those departments. Then those managers cascade their responsibilities down to the people who do the operational and tactical work.
Requirements for a Successful Accountability and Responsibility Framework
What makes this system work?
- The relevancy of the document you produce. Everyone is interested in this framework, since its structure and “moving parts” support the vision at the top.
- Clarity about departmental and individual accountabilities. Who does what, and what can I count on you for?
- The performance management system is based upon this accountability and responsibility matrix, and you are working with real behavioral indicators to prove success. This helps keep the subjective part to a minimum.
- All parties know what is required and what is being managed.
- Employee engagement roars ahead as everyone is feeling in the loop and clear on what is required. (Success breeds success.)
- Tough conversations are replaced with brief coaching sessions.
Before you know it your productivity is up, employees are happy, and managers are less crazed!
Although I have made this sound simple, it is in fact a very manageable process to undergo. Each company I have worked with actually takes this system and applies it to job descriptions, performance management and pay-for-performance programming.
- Employee engagement is a force behind success (www.customerthink.com)
- The Difference between Performance Appraisal and Performance Management (www.brighthub.com)—
“ Abilities wither under faultfinding, blossom under encouragement. ”
— Donald A. Laird
Judy Mackenzie, MBA, CHRP, CEC PCC, owns and operates TEVO Consulting Inc. for small and medium sized businesses and The Champion’s Mindset, focused on personal development. She is also the author of “Women Rock the Business World – A Planning Guide for Women Entrepreneurs“.
TEVO’s mission is to assist companies in reaching their strategic goals by developing leadership and people management systems that allow employees to be at their best. Judy believes engaged employees are fundamental to business success, and she designs support and management systems to help people and companies achieve their full potential.