Join Britt Andreatta for an in-depth discussion in this video Managing the performance process, part of Management Foundations (2013).
- I believe that managing performance is at the heart of the manager's role, so I've put this section first because it will frame the rest of the material in this course. We're first going to explore what performance management is. And then I'll share some strategies you can use with your employees. Performance management is the entire series of practices, policies and procedures that guide and support an employee's successful completion of their work. Ultimately, you're managing people and completing work that's necessary to your organization's success.
All of this is done within the structure of the performance management process you use. Now, I'm not just talking about the software or system you use for completing annual reviews, although that's certainly part of it. This means that effective performance management includes and aligns many different aspects, such as the organization's goals and objectives, the organizational values and culture, job descriptions, competencies, assessment of employee performance, process for developing and motivating employees, compensation like salary and bonuses, and making employment decisions such as promotion and termination.
Ideally, all these elements should align to create a cohesive system that's clear to all involved. And it should provide you, the manager, with clear strategies and practices to use during your interactions with your employees, from one-on-one discussions to project meetings, to formal annual reviews. No matter your organization's size or industry, today's work environment is dramatically different than it was a few years ago, more work straddles multiple departments or customer bases, this in turn requires more collaboration, which then necessitates better communication, and more employees are now working remotely or with colleagues in other states or countries.
Because of the changing nature of today's business environment, many organizations are realizing the need to revise their performance management systems, so you'll likely experience a range of models and systems over the course of your career. As a manager, you'll need to utilize the current system in place at your organization, but I think it's always a good idea for you to stay informed about best practices in performance management because it can guide how you implement your organization system or even how you advocate for needed change. Some of my favorite sources of information are the Human Resources Leadership Council, the Society for Human Resource Management, Harvard Business Review, and Bersin by Deloitte.
I list all of these in the exercise files for this course, but an online search will show you many good sources of information. To be an effective manager, I recommend that you use the following strategies: First, become informed about your organization's process for performance management, and do so as early as you can. If they offer training, attend it right away. Many managers wait until they must complete an annual review, but that's actually 12 months too late. Performance management is something you should be doing every week with all of your employees, if they don't offer a training or if you still have questions, make an appointment with the appropriate person in HR.
Ultimately, the performance process offers legal protection to both the employees and the organization. The manager is the person responsible for implementing it appropriately and accurately, no pressure or anything. Second, create your own method for organizing key information, consider how you'll track and measure each employee's progress throughout the year, perhaps design your own form for one-on-one meetings or agendas for team meetings that helps you align the day-to-day work with performance management.
Be sure to explore the features that an online system might offer you or other online tools that can help you. Third, be transparent with your employees, share with them all you can about the process, discuss how and when their performance will be assessed, how you'll support them in being successful, and how it relates to compensation and career opportunities, no employee should ever be surprised during their annual review. I recommend doing this in a group setting so that everyone hears the same thing at the same time.
It not only saves you from repeating yourself, it also helps the team know that they're all held to the same process and standards. In the rest of this chapter we're going to look at more parts of the performance management process and how you can use various tools to maximize your success as a manager.
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- Choosing a management style
- Hiring employees
- Coaching employees
- Managing team performance
- Establishing trust
- Motivating and engaging others
- Delegating responsibilities
- Avoiding micromanagement
- Managing remote employees
- Knowing HR regulations<br><br>
- The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.