2008-1-25 14:27:23
[推荐]Fixing Performance Management: Wish You Had Already Done It?
What do you think the most asked question is at a human resource conference? Well, that´s a trick quest ion that depends on a lot of variables. But high on the list are questions about how best to do "performance management" or "performance appraisal" or other terms that ask-tell us once and for all how to measure employee performance.If your organization had a valid and reliable way to judge individual employee performance right now, it would be possible to keep the very best performing employees during the current economic slow down. Right now you organization can only retreat to keeping the people with the most service with little or no regard for who is a top performer and who is a marginal performer.
If you want to get performance management "fixed" for good, here are some suggestions that may make sense in your organization.
1. Define "Performance" Clearly. What´s performance in your organization? How do you want to judge the performance of your employees? This may depend on what you are going to do with the results of performance management. Some choices are identification of development and training needs, eligibility for promotion and transfer, pay adjustments, incentive awards, eligibility for new temporary assignments, and the like. Are you going to pay for only objective performance that is quantitative? Sales? Costs? Accuracy? Customer care? Or are you going to also measure more subjective forms of performance that while not objectively measurable, are observable? This may include "teamwork", "cooperation", "creativity", and that sort of thing. If you do use any combination of measures, you must make sure they are indeed measurable, that differences in performance can be determined, and that what you are measuring really makes a difference to your organization.
2. Evaluate Present Practices. What are you doing now and how is it working? Does performance management in your organization need a "tune up" or an "overhaul"? Are you leaving what you are now doing for something that adds new or better value? Or are you leaving just to leave current practice? Find out what your current practice is doing right and what is wrong. Are you moving to a system change because the current system is not working or because it is not used? Is it using the wrong measures? Is it not using measures that are important to your organization? Is it measuring too little or too less? Does it lack credibility, reliability, or validity? Credibility with those using it is essential-do users believe it actually judges performance fairly? Does it measure what it is supposed to measure each time it is applied? Does the performance management process work over time? Does it really measure things that count to the organization? If an employee asks "who" you are using this process, can you answer this question in a business-focused fashion?
3. Explore "Best" Not "Prevailing" Practice. Too often organizations define performance management changes as the design of "new forms" for the review process. This isn´t near enough and can be a waste of time. Organizations call other organizations and get copies of their "forms". Then, they pick the one or combination of forms they like. Remember that if you have a solid performance management process, all the "forms" do is document it. It is the feedback, coaching, goal setting, discussion, and exchange of performance information that makes for top-notch performance management. We have clients that have excellent performance management solutions but only one piece of paper-they call it "the annual piece of paper". If all you do is get the "forms" from organizations you admire, you may be copying practices they are replacing. It is important to see what others do but more important to find out why they do it and what it does for the organization. What´s the bottom line value from performance management and can this translate into the same results for your organization?
4. Customize to Your Organization. Now, organizations are different. Two hospitals are different. Two charities are different. Two high-tech companies differ, and so forth. The messages about performance will differ from organization to organization. Some organizations have a strong "entitlement" mentality that is hard to change. Others are very entrepreneurial and have difficulty with formal systems of any kind. Many have had a host of performance management solutions and none have proven of value to the organization over time. It is not a "one size fits all" situation and you must match the solution to where you are now, where you want to go, how managers and employees feel about performance management and the like. The solution needs to be owned by your organization. It makes no difference whether it works elsewhere. It is great to have a solution that has a track record of success but your organization most certainly will have different results with the same solution than will other organizations.
5. Test Before Implementing. Try what you want to do out before it becomes part of "the way things are done here". Try running your current approach and the possible new solution side by side for a period of time. Probably at least through a complete performance cycle. Try it out, get input, make changes and modifications where needed. Make sure it is measuring what it is supposed to measure. Make sure what it measures adds value to your organization. Give the solution a chance to "work the bugs" out as much as possible before it goes into affect where it is supposed to add value. Then, when you put it in change it as you go to improve it, address issues and opportunities, and keep the process improving all the time.
6. Train Raters and Ratees. The tools of performance management are only as effective as those that apply them. It is a two-way-street to get good performance management. Everyone is a ratee and many are both raters and ratees. So, you must give people experience on both ends of the process. It takes education on the why and how of performance management. Understanding the measures and criteria to be used, how to use the tools of the process, and perhaps most important experience with the performance management process. Actually doing the performance management is what is critical. Getting feedback and help as the process goes on. Coaching the coaches. Keeping the process going and making sure it is applied in a consistent fashion from manager to manager and from employee to employee. Critique the process and improve how it is being applied.
7. Provide Role Models. Performance management needs examples and sponsors. And those who sponsor performance management must be involved in the process. The most senior executive needs board review. This executive must review the performance of direct reports. The performance management process must cascade from top to bottom. The person who is the champion of performance management must be a user and customer of performance management. The measures and goals need to cascade from the top of the organization to the bottom of the organization. Leaders need to use the process on their managers and managers must have experience with the measurement process. Everyone needs feedback and coaching experience so they can add value to the process. Excellent users of the process must teach others and the entire process needs to be supported by the very top people.
8. Communicate and Coach. If you don´t communicate why this process is used and why it adds value, it won´t work. And this must be ongoing communications. Not just getting everyone into an auditorium and showing them a slick presentation. Day by day and week after week. Why the measures are important and how an employee is doing. Where they can improve and what´s in it for them if they do. And coaching is critical. The goal of performance management is to improve the performance of the entire organization. It is not just a performance documentation solution; it is a way to provide the information upon which real organizational performance improvement shall occur.
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