Successful, effective performance management by managers essentially boils down to simply answering 4 key questions for your employees.
What is expected of me?
Managers have an obligation to tell employees what is expected of them in terms of job responsibilities, projects, and goals or objectives. After all, how can you hold employees accountable without telling them exactly what you need and clearly defining what they are supposed to be doing? This question should be answered at the beginning of the performance management process each year and whenever expectations or responsibilities change. Specifically, managers should clarify and define three types of expectations:
- what employees should do on the job (responsibilities, duties, key projects, etc.)
- how employees should do the job (behaviors, attitudes, competencies, etc.)
- results to be achieved over a specific timeframe (such as deadlines, goals, levels of performance, etc.)
How am I doing?
Throughout the year, managers must provide honest and accurate feedback and coaching to help employees understand how they are doing and progressing, as well as to assist them in staying on track with their performance. Feedback should include an honest assessment of employees' strengths and weaknesses and could be achieved through regular one-on-one meetings with their supervisor, formal mid-year or quarterly check-point meetings, and a final end-of-year evaluation discussion.
Although informal feedback is crucial, over the course of the year, managers should meet formally with employees a few times (at least twice) to revisit their progress on key projects and goals, address performance problems, and create conditions that help motivate employees in achieving their goals.
Don't expect your managers to take the initiative on coaching and feedback without some structure. Some managers can thrive with this informality, but many others can't. Teach them coaching and feedback methods and require structured interactions to ensure that employees receive the support they need.
Where can I improve?
Where organizations often miss the mark with performance management is viewing the process as merely a judgment and administrative record of employees' performance. While evaluation is fundamental to the process, performance management also seeks to develop employees' performance and potential to increasingly higher levels.
Based on their on-going assessment of performance, managers should identify opportunities for employees to develop their potential and discuss those periodically with employees. These opportunities may be improving performance deficiencies, attending training, focusing on skill development, or taking on new projects/assignments.
At times, the performance management process also involves answering the question "Where am I going?" in terms of discussing potential career paths and internal mobility and the requirements for moving into higher and different roles in the organization, particularly if these opportunities are tied to performance in their current job.
What’s the big picture?
Incorporating your mission, vision, values, and strategy into the performance management process helps focus your employees on the tasks, projects, and behaviors that matter most to the organization and its growth - especially if your performance management process is aimed at helping your organization meet its objectives and furthering its mission. Equally as important is to discuss how these components link to employees' performance and why certain tasks and goals are important to the organization's success. Consider...
- integrating your mission, vision, values, and strategy into the performance review form
- cascading goals from the top of the organization to individuals
- continually discussing how employees' goals and responsibilities are tied to the organization's goals and objectives
When viewing performance management through the lens of these important questions, your managers can answer the questions that matter most to your employees and that are most important to their success.
View ERC's Performance Management Survey Results
This report explores performance management practices specifically related to performance reviews, performance criteria, role of the supervisor, and other issues.