Performance Management

In performance management understanding the importance of the intangibles, especially for knowledge workers. The intangibles such as trust, autonomy, constant feedback, motivation, etc are crucial indicators that can be hard to measure. Part of performance management involves

- defining performance (objectives, goals, KPIs, etc and expectations from both parties)

- providing support (ensuring that employees have adequate resources to meet the goals, plus appropriate skill development, coaching, etc)

- judgment and measuring (assessing if the employee's performance has, in fact, met the previously-agreed objectives)

- feedback performance information (providing information on the employees performance objectives, KPIs, etc)

The most common flaws are poor feedback and unrealistic goals

. Not understanding the law of unintended consequences, ie people respond in ways that are not necessarily predictable or manifest.

. Not linking performance appraisal/management with career planning/advancement, ie

"...employers were asking workers to become more accountable. In return, bosses were supposed to offer a career plan so staff could see the progress that might come from the extra effort...... employers......should have worked out how to talk with staff about their aspirations, how to come up with a pathway through the organisation, and to devise a plan for goal setting, experience and training that might get them there...... there are wide gaps between what staff want and what employers are delivering ..."

Fiona Smith, 2010n

This is linked with succession and workforce planning and includes skills acquisition, executive coaching, job security, range of jobs and experiences, better recognition, more status and financial rewards, etc

 

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