Powerful Performance Management

John Mattone

• Publisher: AMACOM
• Year: 2013
• eBook ISBN: 9780814432709
• Topic: Business
• Subtopic: Human Resource Management
• Index: Business

To survive in today's hypercompetitive marketplace, leaders must find ways to elevate the performance of their employees. By continuously setting higher goals to strive for, strengthening employee competencies via coaching, and providing feedback to employees, leaders can create a positive performance cycle that leads to improved individual and team performance and, ultimately, stronger operating results for the organization. This action guide covers the three stages of performance management: goal-setting, coaching, and performance review. It includes step-by-step instructions and tips, the 10 elements of positive performance management, the five steps to preparing for a review, guidance on how to prepare the employees and engage them during the reviews, the most effective steps you can take to improve performance, and more.

The Basics of Positive Performance Management

Positive Performance Management (PPM) has three phases:

1. Performance Review and Goal Setting

2. Coaching

3. Review of Performance Goals

Each of these phases is critical for improving employee performance. Although the phases are presented in an independent manner, they are interrelated and each builds on the others, forming a cycle of appraisal, coaching, and review.

The Performance Appraisal Cycle

The performance appraisal cycle (see Figure 1) begins with the performance review and moves through coaching to subsequent performance reviews and additional coaching to reach the established goals. Here's a more detailed description of each of the three phases.

1. Performance Review consists of providing feedback to employees regarding their progress toward meeting objectives or goals and their skills and ability improvements. Goal setting involves “setting the course” in terms of objectives, responsibilities, and skills/ability development.

2. Coaching consists of mentoring employees and helping keep them along the course that has been set. As coaches, leaders ensure that employees maintain effective levels of performance while striving for performance improvement (later sections of this ebook detail significant coaching recommendations for executive coach/managers).

3. Review of Performance Goals consists of leaders and employees evaluating previous goals for current validity. As time passes, some goals may need to be revised or eliminated. Reviewing these performance goals also provides leaders and employees with an opportunity to determine if the employee is still on course.

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Figure 1. Performance appraisal cycle for Positive Performance Management.

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Note that Positive Performance Management is not a one-time process. Engaging in performance reviews and goal setting, coaching, and review of performance goals only once will not result in an improved workforce (i.e., one that is more capable, committed, and aligned). Leaders must be committed, and also gain commitment from their employees, to the importance of continuous improvement. However, one of the key tools that leaders have for improving their workforce is the PPM cycle. After reviewing the performance goals, leaders and employees are certainly not done with the process. Instead, the reviewed performance goals mark the beginning of another cycle.

To survive in today's hypercompetitive marketplace, leaders must find ways to steadily elevate the performance of their employees. By continuously setting higher goals, strengthening employee competencies via coaching, and providing feedback, leaders can create a positive-performance cycle whereby goals, coaching, and feedback lead to improved individual and team performance—and, ultimately, to stronger operating results for the organization.

How Does a Leader Execute Positive Performance Management (PPM)?

Implementing a Positive Performance Management system can be a daunting affair. The following is a breakdown of the key steps and corresponding guidelines.

Preparation

Although preparation may appear to be an obvious first step, it is often overlooked or intentionally bypassed. A haphazard or improperly prepared performance review conveys to employees the perception that their development is not a high priority. To avoid giving this message, be prepared.

There are five critical steps to prepare for a performance review: (1) schedule the meeting, (2) review the performance beforehand, (3) prepare the employee, (4) self-assess, and (5) set the agenda.

Scheduling is the first step and involves finding a time to meet. Taking the time to properly schedule a meeting is important because it conveys the message that the performance review is important enough to appear on an official schedule. After a meeting time has been established, the leader should review the employee's performance prior to the meeting. Leaders should have a coherent idea of what feedback they will give to their employees, with specific examples of their strengths and areas in need of development. One of the worse things a leader can do is go into the meeting without a clear idea of how the employee is performing. This vagueness conveys the perception that the leader does not care.

Leaders should also prepare their employees for their performance reviews. The review process should be a collaborative one. For the collaboration to work, however, employees need an idea of what is expected of them and what they need to contribute. Additionally, leaders should take the time to reflect upon themselves. People do not digitally and accurately record all of their experiences into memory. We can all fall victim to biases that affect our judgment and memory. By taking the time to reflect on any judgments prior to the meeting, leaders can potentially minimize the effects of bias.

Lastly, leaders should set the agenda for the meeting and determine the specific areas to focus on. Below is an outline of specific recommendations for this part in the cycle.

Schedule the Time and Place

The leader and the employee find a time when both can allocate the proper attention to carry out a meaningful and useful performance review.

Phone calls, email, and other distractions should not be allowed during the performance review.

It may be better to conduct the performance review in neutral territory (i.e., a conference room). A leader's office may convey a superior position, which may prevent the employee from being open and completely honest.

The leader and employee meet face to face.

Review the Employee's Performance Beforehand

The leader determines the ...

Table of contents

• Cover Page
• Title Page
• Copyright Page
• Contents
• Introduction: Complete, Honest, and Timely Performance Reviews
• The Basics of Positive Performance Management
• The Roles and Responsibilities of Employees
• The Roles and Responsibilities of Leaders
• Coaching: A Leader's Contribution to Success
• About the Author
• Free Sample Excerpt from Talent Leadership by John Mattone