Taking A SYSTEMS APPROACH to performance management is the real
breakthrough . The
notion of “performance” often extends beyond the individual himself and is
greatly impacted by the organization’s strategy structure and processes. A
system that is focused on looking back at past performance and assigning
performance ratings in retrospect, will severely limit organizational agility.
Sustained organizational performance in fast paced Industry 4.0 is likely to be achieved in future through a
holistic, year-round, development-centric process that focuses on developing
the capabilities not just of individuals, but of wider teams and the
organization systems and process as well.
As the winds of change are
blowing companies are refining the metrics they track and the amount and types
of employee feedback they include in their processes. Managers are expected to
coach employees to help them realize potential. More companies are looking to
separate goals setting and evaluations from compensation discussions. And jobs,
schedules and training are getting more personalized.
Some
trends have already become entrenched practices organizations, are increasing focus on ongoing performance
discussion, feedback and improvement measures. Ongoing performance dialogue will focus not
just on performance but also on an employee’s all-round development and career
aspirations Also, traditional performance approaches take an overtly
individualistic approach, overlooking the nature and value of team
interactions. Modern PMS s emphasize future
team performance and the way individuals can develop their skills and improve
their contribution to the team. Appraisals may be discreetly used to eliminate
what they call the "C players" (performance laggards) and relieve a
company of the hidden costs of tolerating under performance.
one of the biggest predictors of long-term
managerial success was “learning agility” or the willingness and flexibility to
quickly and continually recognize, adapt, and use new behaviors, perspectives,
and skills. “…The illiterates of the 21st century will not be those who cannot
read and write, but those who cannot learn, unlearn, and relearn…”
American
futurist, Alvin Toffler
JOB PERSONALIZATION/ INDIVIDUALIZED EMPLOYEE SUPPORT IS THE FLAVOR OF THE TIMES
Personalization has become a key part of
creating a delightful EMPLOYEE XP , and organizations will continue the same approach in their performance
management efforts. A one-size-fits-all management approach can’t bring out the
best in employees because every employee is different. For Talent Leaders 4.0 ,
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, redesigning 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.
TALENT 4.0 MOVE FROM BEING THE APPRISER TO A PERFORMANCE CATALYST
Performance-related discussions between
bosses and subordinates do not require a formal, full-blown performance PMS .
Indeed, it can be argued that the real performance development is in the coaching and counseling sessions that shape
and improve employee performance occur informally, outside any defined system
YoungGen (the majority of frontliners) today deep down accept ownership for their
own successes, and partner with their managers. YoungGen 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. The new system involves ongoing
"performance partnership" meetings between individuals and their
managers. Each performance partnership
is based on company needs, and expectations are adjusted as business conditions
change. Together, each manager and employee make a plan to improve performance
and clarify expectations for a set time period. People need short, sharp
feedback and to understand their part in the organization; the trend being encouraged to provide feedback as soon as an
event, positive or negative, occurs.
A good book to read is the ONE MINUTE MANAGER of Ken
Blanchard and Paul Hershey published in 1981 but still contemporary for today’s
people management. Companies are moving away from focusing on assessing
employees and instead looking at development through coaching them and
providing necessary training to improve performance. the ONE MINUTE MANAGER
calls them One Minute Goals (Near-Term Objectives) — we’re starting
to realize that more regular setting and reviewing of objectives; helps to ensure that employees are focused on
achieving goals and don’t get rushed up until the last moment – just before an
annual review.
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