Challenges of performance Management (Chapter 07)

 

Challenges of performance  Management

Why is Performance management critical?

When the goals of an organization need to be met, employees have to perform up to the expectation to achieve the results – and there are two ways they can meet their deadlines: because they have to or want to. An organization with a robust performance management process often achieves its goals because its employees actively try to contribute to collective success – not just hitting the targets to get a good appraisal.

 

Performance management often impacts other organizational processes, like strategic planning, team and employee development, and succession planning. Performance management measurements can be used to assess the workforce impact, and this score indicates if the organization can attract high performers. According to Gallup, successful organizations engage their employees and see a 100% jump in performance-related business outcomes. The HR department is essential to execute these tasks successfully and efficiently so that the managers in the organization are equipped to conduct performance reviews.

Why Performance management fails

Performance management systems are vulnerable to the same problems that any other organization-wide initiative would face. The flip side in the case of performance management systems, though is much greater, with potentially catastrophic consequences for the organization.

Lack of leadership support spells the death knell for any initiative, and performance management is no different. If leaders convey, directly or indirectly, that performance management activities are not worth their time – managers and other leaders will follow suit too. It is vital for the organization’s future that its leaders are seen actively participating in the work environment – be it one on ones, coaching or mentoring, helping employees understand what organizational goals mean – or any other activity that is geared towards employee well-being. Without a commitment from the leaders to the process, employees will not have a clear understanding of how performance management contributes strategically to their growth. If they don’t feel invested, they’d chalk it up to busywork and try to get it over with.

Lack of clarity on specific goals and expectations confuses employees and reduces their confidence. They’re supposed to be working on something, but if they don’t know why, they’ll try to get it off their plate, which can severely impact the product or solution. That’s why managers should discuss and agree upon employee goals and keep the door open for any help required. Implementing an agreed-on plan is much less stressful for employees. If managers take time to help them understand how these goals contribute to the bigger picture, their motivation to get positive results will be high too. Regular one-on-one between managers and employees can keep track of progress and reinforce specific goals.

Inconsistent rating mechanisms tend to creep in, mainly because individual managers can unknowingly be biased. It is the responsibility of the HR team to train managers in using a standard rating system so that inconsistencies are reduced. Calibrating project-based reviews can be a good step toward ensuring consistency between ratings given by different teams and departments.

References 

• ü   Source People spheres  -https://peoplespheres.com
• ü  AIHR | Academy to Innovate HR -https://www.aihr.com/https: 
• ü  .Management study guide-.https://www.managementstudyguide.com/performance-management- evolution.htm  
• ü  .http://www.opm.gov/perform/overview
• ü  Harvard business Review -   https://www.hbr.org
•   Available at-https://www.insperity.com