When I first heard the term performance management (PM) I wasn’t sure what it meant for businesses, After some research I realised it’s very straightforward, writes Alyson Pellowe.
It’s about using a range of methods to manage individuals’ work in a way that is linked to the business needs. This includes methods like:
? setting objectives aligned to your business plan
? devising a set of competencies and developing teams to achieve them
? and of course, good old appraisals
Who is responsible for PM?
Ultimately, responsibility for managing performance lies with your line managers, supported by senior management, HR, and other parts of the business.
PM is a joint process between manager and employee. It involves giving people parameters within which they must achieve agreed objectives to agreed standards. Like every other aspect of people management, involve people, and they are more likely to perform above standard.
Once objectives have been explained, clarified and agreed, managers need to check people understand them and that they have everything they need to achieve them.
Get organised
A manager’s own performance is crucial. Being organised is important, so tasks or projects should be documented. Managers must have a clear plan of what needs to happen and by when. They need to make it clear who is responsible for what and have a method of measuring and monitoring.
I recommend creating a spreadsheet that lists the team’s objectives and those of each individual. That way the objectives can be seen at a glance. Of course objectives change as the business changes so it should be a live document.
Monitoring should be constant: a twice yearly appraisal simply isn’t enough. Good performance managers have one-to-ones with staff at least once a month, perhaps even more, either by phone or face-to-face.
Handling under-performers
Under-performers create the greatest challenges for managers. Let’s face it, above standard performance rarely causes headaches.
I’m getting more and more requests for conflict management training. It’s often because managers find it hard to have those difficult conversations with staff. Executive coaching can help because it allows people to discuss actual cases and how they affect them. And you don’t always have to bring in an external coach. Talking to other managers, who are getting good performance results from their people, can be just as helpful.
Issues need to be resolved as they happen. Managers need to get to the root of why an employee isn’t meeting objectives. Perhaps their workload too heavy or they may not have enough time to do their job. Or they could have problems at home. A manager has to decide on the course of action and management style that is right for each situation.
HR can facilitate discussion between managers and employees but ultimately the manager needs to take the lead and manage the individual up or out of the business.
My six tips for great performance management:
1. If someone is under-performing take the time to find out why. Ask what is stopping them from performing to standard.
2. Remember objective setting is a joint process. Involve people and they are more likely to perform above standard.
3. Keep orderly paperwork such as a simple document detailing objectives.
4. Have regular one-to-ones with staff. Don’t wait until the appraisal to tackle issues: deal with them when they happen.
5. Create a culture of continual development and an environment in which people feel comfortable and able to exchange views.
6. If you are struggling with an under-performer, get yourself some coaching. This could be an external coach or another manager/ buddy who seems confident and successful with performance management.
About the author
Alyson Pellowe is founder and managing director of People Vision Ltd, a provider of cross-industry human resources management and development expertise.
