Creating Culture of Accountability, Performance and Coaching – Lean Performance Management

When there is ONE talk-show that is very scary and the fatigue shit out of everyone, from the CEO of an organization to fresh-graduate Trainee is – Performance Management Talks. So why people are so worried to discuss their performance? There may be many reasons and few of choices –

Format – Performance is considered as an event which is organized once in a given time or at the best once in every HALF A DOZEN months. Yet , the truth remains that Performance Managing is a continuous process. Alex Jenkins
Poor alignment of performance scores and merit increase – No matter how much someone score in his performance assessment, it is his reporting administrator who decides his value increase percentage and generally there is no connection between the two. Therefore, employees don’t have confidence in the process. 
Incompetent and inexperienced Assessors/Managers – Many professionals do not consider performance management as one of the key aspects of their role. They believe it to become job of HUMAN RESOURCES. Probably they don’t want to spoil their romance using their team members. Operators are usually biased in their approach towards analysis of affiliates. They want to keep everyone happy.
Poorly defined KRA’s and KPI’s (What needs to be measured and how it will be measured) – In many organizations, performance goals don’t seem to be to obtain any relation to organizational goals. They work in silos. They no longer have defined success criteria’s of their goal. Presently there is no clarity about what need to be done so when the job will be defined as “successfully completed”.
Poor communication between assessor and assessee – Communication about the difference in goal or change in success conditions rarely gets communicated to employees. That they are on with a surprise when they are told regarding these changes in the final review meeting. This brings about discomfort and frustration and as a result, causes unsatisfied, disengaged employees.
What gets measured gets managed. And what gets managed turns into improved upon. What organizations must do to overcome these challenges and fears of employees and can do to create a culture of performance?

1) The Role of a supervisor is to manage – It is something to roll-up your sleeves and get to work in fact it is another thing to do what you are hired for. A team member is promoted to the position of Team Manager to guide the team, deal with the team and show the direction. If this individual will continue to make contributions as a team call then he can not doing his work properly. While a team manager, it is his responsibility to deal with his resources, communications, customers, performances of the team and deliver within particular timeline. Performance Management and Performance Coaching must be one of the key competencies for someone to be hired to or promoted to the degree of supervisor. “Don’t promote your subject-matter expert as Manager. An effective and effective manager does not need to be subject-matter expert”. “Performance Management or Resource Managing is not my work” is an excuse.

2) Aligning KRA’s and KPI’s of the individual with company goals – Every business carve gross annual goals and growth targets for itself. Every employee in an organization must contribute towards those goals and locates. Every goal has identified success criteria; hence, every goal or target is measurable. Every employee in an organization contributes towards the goals of his department or team, which inches organization closer to its goals. For an individual to win his team must win and his organization must achieve its targets. Its ordinaire win and collective inability. Someone said, “But I actually did my job properly”. Unfortunately, your contribution had not been sufficient or good enough for the organization to achieve its goals. 1 question an employee should always ask himself, “how better I can contribute” or “what else My spouse and i can do”.

3) Moving Performance Assessment scores with Merit Increase Percentage – “I have scored 85/100 in my gross annual performance assessment. Another team call scored 75/100. I i am awarded 10% increase over my existing salary and he has been given 18% increase over his existing salary, how”? Generally, managers don’t answer these kind of questions or they put the blame on the management team of corporation and thereby creating an impression, “if you want to give increments as per your whims and fancies then why you did this drama of appraisals, you can have given all of us increment without assessing us”. There should be an immediate and clear correlation between assessment scores and worth increase percentage. This relationship can be drawn at grade level or efficient level based on the organization model of organization and its compensation philosophy.

4) Performance Management is a process (creating a culture of performance coaching) – Performance management is not once a year activity. It is just a continuous process. A manager shall have month to month performance review meeting with his associates to examine their progress and speak any deviation in goals. A manager must create performance review tracker. On such circumstances, your gross annual review meeting becomes less tedious and fewer frightening because before even coming into for the final evaluation, both assessor and assessee really know what to expect from the meeting.

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