FACE THE FUTURE : PERFORMANCE PARTNERSHIPS
Often said;
retrospective reviews are a waste of time because the problems that come
up or the outstanding achievements should have been addressed at the time. The
real issue should be focusing on the future direction of the employee their
objectives for the year and what skills they need to achieve them.
The focus should be firmly on developing people and striving to have
employees performing at the best they absolutely can and that means moving away
from stagnating rating systems and infrequent reviews that focus on numbers
rather than people to a more efficient, positive and forward-looking approach.
The question
really is how the system really improves performance... these days,
bosses, priorities and jobs change very, very quickly. People need short, sharp
feedback and to understand their part in the organization: 15 minutes at the
most. Employee perceptions that PMS is used for development of people
will positively associate with employee satisfaction with the PMS
The new system
involves ongoing "performance partnership" meetings between
individuals and their managers. Workers are more accountable for their own
success, and managers share the responsibility for improving employees'
performance. Every position has expectations for leadership, and everyone
receives coaching. Each performance partnership is based on company needs, and
expectations are adjusted as global corporate demands change. Together, each
manager and employee make a plan to improve performance and clarify
expectations for a set time period.
ADD MEANING TO AN OLD TRADITION…
Instead of structuring performance discussions around GIVING feedback, the
researchers recommend training everyone — employees, supervisors, managers and
execs —to instead ASK for feedback on a regular basis. That puts the asker in a
position of control and reduces the stress reaction. It also means that
everyone needs to think about specific aspects of the job they want to discuss
before they begin the conversation.
Recent research indicates you can help form a healthy organizational culture by encouraging a common habit of thoughtful and honest communication by changing your feedback. Other research supports the idea that organizational and financial results improve when positive and productive goal setting, performance assessments and career development conversations result in better employee motivation, engagement and retention. For HR pros, that means training managers and supervisors to give regular feedback. But it also means training them to encourage employees to ask for feedback — and to share their own feedback with peers.
FOCUS ON INDIVIDUALIZED EMPLOYEE SUPPORT
Job
Personalization is the flavor of the times…Personalization has become a key
part of creating a delightful customer experience, and organizations will use
the same approach in their performance management efforts. Personalization
is moving out of the realm of business-to-consumer commerce and into almost
every arena of human activity. A one-size-fits-all management approach
can’t bring out the best in employees because every employee is different.For
HR, this trend means empowering employees to find the best path to mastering
skills needed to do their jobs. That translates into a need for customized
training that focuses on the specific requirements of a job and individual
employees’ specific skills and skill gaps.
Relying on individual data
as well as feedback conversations provides managers the tools for tailoring
their performance management system, curating employee development strategies
and customizing other aspects of work for each individual employee. For
example, Some employees are fine working in open, collaborative spaces; others
are distracted. Giving employees options where they work, depending on the
task, can affect short-term productivity and longer-term engagement. In the
coming year, more managers will change their management strategy to take a
personalized approach to motivating individuals to help them meet their
performance goals, which in turn will boosts team performance.
EMPLOYEE EXPERIENCE IS....
THE REAL-TIME & THE REAL THING
The ultimate aim of the PMS was to create better performing individuals and teams. The focus is shifting from taking a "policeman" approach of appraisal to a "guest experience " approach of a top cafe owner. The attention has been focused on improving employee engagement, organizations are shifting their focus to improve EMPLOYEE EXPERIENCE Even though the vast majority of HR managers agree that employee experience is very important to the success of the organization, not everyone understands what employee experience is. The employee experience is the human experience: the thoughts, feelings, emotions, decisions and overall qualitative experience that anybody has while working at a company. It’s how someone feels, the quality of their relationships and communications and the level of performance that they are supported in achieving.
Creating a positive employee experience
requires long-term commitment, and in many cases, a mindset shift that cascades
from the C-suite down. Instead of focusing on how to get the most out of
employees, leaders instead consider how they can help employees be their best.
This means equipping people to meet their goals, implementing effective
employee training and development strategies, and helping employees feel more
passionate and creative about their work. It takes into account how to
design work culture, technology, and the physical environment.
It is important to create an
atmosphere of understanding and openness where employees dealing with emotional
stress and more serious mental health issues are comfortable discussing any
difficulties they are experiencing with work.Employers can help by creating a
framework for discussion and finding assistance, when appropriate.
Organizations are realizing that the old way of doing performance
management no longer works. Today’s employees desire authentic
relationships with managers and opportunities for development & advancement. LOOK forward to hearing from you... could you tell me
of the best practice or innovation in your company?
Best of
luck
Dr Wilfred Monteiro
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