| Are you getting the best performance out of | | | | results. If you can provide specific examples of |
| your employees? Are you providing direction and | | | | good and "not so good" performance, your |
| a positive environment? | | | | employees will be confident that you have taken |
| In it's simplest form, performance management is | | | | time to notice what they are doing and sincerely |
| a common sense set of discussions that make | | | | support them in improving. This kind of effective |
| sure people are clear about what they need to | | | | feedback helps the employee sustain good |
| do, have the support to do it and get open and | | | | performance, to develop new skills and to |
| honest feedback on their performance. | | | | improve performance when necessary. Feedback |
| Any performance management process should | | | | should be given as it is required - it loses |
| answer 4 important questions for your | | | | effectiveness if not delivered at the time an |
| employees: | | | | event occurs. |
| · What do I need to do and how well? | | | | Reward/Recognition |
| (Direction) | | | | All employees need to have a clear understanding |
| · How am I doing? (Feedback) | | | | of how the reward and recognition system |
| · What happens when I do well? (Reward | | | | operates in your business. Most probably |
| Recognition) | | | | everyone gets paid a salary for doing their job to |
| · What happens when I need/want help? | | | | a certain level. What happens when an employee |
| (Support/Development) | | | | performs significantly above that level? How will |
| Lets look more closely at each of these: | | | | they be rewarded, if at all? If there is no incentive |
| Direction | | | | for employees to be outstanding, then the |
| Employees are not mind readers. Just because it | | | | likelihood is that they won't put in the extra effort. |
| is clear to the manager exactly what is expected, | | | | A well designed scheme will clearly identify the |
| doesn't mean the employee has the same | | | | rewards and incentives available for strong or |
| understanding. Having a detailed discussion about | | | | outstanding performance. |
| exactly what the job requires and any specific | | | | Support and Development |
| priorities is the first step in good performance | | | | This aspect of managing performance focuses on |
| management. Key points to cover include: | | | | current and future skills, behaviours and |
| · what needs to be achieved throughout the | | | | knowledge. Firstly, the discussion should focus on |
| year | | | | what training or other support the employee |
| · what data or information (evidence) will be | | | | needs to be the best in their current job - |
| used to measure performance | | | | identifying skills and behaviours that need to be |
| · the key actions needed to achieve the | | | | improved. If you can support the employee in |
| desired outcomes | | | | doing their job better, they will have reassurance |
| Both parties should have a written record of this | | | | that their contribution is valued by the business. |
| discussion either in the form of a job description | | | | The discussion should also focus on where the |
| or a set of specific objectives for the next 6 or | | | | employee would like to go in the future and how |
| 12 months. Written documentation leaves little | | | | you can help them achieve their longer term |
| room for misunderstandings or confusion between | | | | career goals. If they are being considered for |
| manager and employee about the expectations of | | | | other roles in the business then you will need to |
| the job. | | | | identify what new skills and behaviours they need |
| Feedback | | | | and help them to develop those. |
| Observing the performance of your employees | | | | If you are managing people, then people |
| and providing feedback about it should be a | | | | management activities need to take up the |
| routine part of the performance management | | | | majority of your time. Each business can only be |
| process. Feedback is most effective in making a | | | | as effective as the people that work in it. One of |
| difference in work performance when the | | | | the best ways to ensure your employees are |
| employee has confidence in the basis of that | | | | being effective is to monitor and provide |
| feedback. And you as the manager will be more | | | | feedback on their performance. Setting goals, |
| confident if your feedback is based on information | | | | making sure your expectations are clear, and |
| that you can support. | | | | having regular discussions will help people perform |
| For this reason the most useful feedback should | | | | to their best. The payoff for the business is |
| be based on observed and/or verifiable | | | | increased employee productivity, knowledge, |
| work-related behaviours, actions, statements, and | | | | loyalty and contribution. |