In a previous post it was noted that a well-defined performance management process is a pre-requisite to achieving a high-performing culture.
But what does it take to develop and maintain such a process? As it turns out, it may take more than many of us would like to think.
“Performance management systems, which typically include performance appraisal and employee development, are the Achilles’ heel of human resources management,” said Elaine Pulakos, Executive Vice President and Director of the Washington, D.C. office of Personnel Decisions Research Institute (PDRI) in a Society of Human Resource Management (SHRM) white paper.
Pulakos went on to cite a survey by Watson Wyatt, which showed that only 30% of workers agree that their company’s performance management system helps improve performance, and less than 40 percent of employees said their systems established clear performance goals, generated honest feedback or used technology to streamline the process.
So, how might we ensure that our approach will not succumb to these pitfalls?
There are many different approaches and ways to answer this question, but today we will focus on only one: systematize it.
Among the failures observed in the above-referenced survey and others like it, there is a common thread that can quickly bring-about the demise of a performance management effort, which is taking an ad-hoc approach. Instead, the first step is to create and document a process, which might include the following basic components as outlined in the SHRM white paper:
We’ll take a closer look at the advantages of this systematic approach in our next post.