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Performance Management

Performance management programs are essentially an ongoing communication process between an employee and his/her immediate supervisor that establishes clear expectations and understandings about the employees growth and development in their role. The process aims to ensure the employee and superior share a common understanding with respect to:

  • the employee's core roles and responsibilities
  • identifying concrete measures that, when achieved, indicate the employee is being successful in their role
  • how the employee's efforts contribute to the overall achievement of organizational goals and strategies
  • how employee and supervisor will work together to build on performance
  • how obstacles to performance will be identified and overcome
  • how strengths will be leveraged and enhanced
  • how performance is finally addressed/evaluated
In many respects, a Performance Management Program (PMP) closely mirrors the process and objectives of a multi-raterfeedback program. However, there are key differences:

MULTI - RATER PMP
Uses a single survey instrument with identical questions for all ratees Uses different survey instruments with different questions as determined by the ratee’s title/role in the organization
Can include clients/customers Assessments conducted by employees only
Conducted at the same time for all ratees – includes a set launch date, set evaluation period and a projected end date. Conducted on an ongoing basis throughout the year - a ratee’s assessment commences on an Anniversary date (first hired or last promoted) and ends after a proscribed period of time (avg. 4 to 6 weeks)
Not used to determine compensation or promotion Is used to determine compensation and promotion
Individual results not available to organization Individual results available for review by organization’s HR leader
Internal resource not necessarily required to manage program after design stage Internal dedicated resource required to work closely with ePenso.com team throughout the program
Can be a one-time “trial” event – often repeated only every 2 to 3 years Effective performance management programs are conducted on an on-going basis including annual reviews and semi-annual “check-ups”
Not a stand-alone performance management tool Can be a stand-alone performance management tool

In many respects, a Performance Management Program (PMP) closely mirrors the process and objectives of a multi-rater (hyperlink) feedback program. However, there are key differences:
  • Strong Leadership –A high-profile, executive champion is a critical success factor in designing and deploying effective performance measurement and management systems. Clear, consistent, and visible involvement in both the creation and implementation of a successful PMP.
  • A cohesive performance measurement framework –a uniform and well-understood structure setting forth how the process works and a clear calendar of events for what was expected from each organizational level and when
  • Communications – Effective communication with all stakeholders is critical to the successful development and deployment of performance measurement and management program. Setting up a clear communications plan that encompasses all the tools, mediums and timelines used will be a vital component for success.
  • Accountability – identify what it takes to determine success and make sure that all employees understand what they were responsible for in achieving organizational goals.
  • Provide hard intelligence – PMPs must provide intelligence for and not just compile data. Performance measures should be limited to those that relate to strategic organizational goals and objectives, and that provide timely, relevant, and concise information at all levels to assess progress toward achieving predetermined goals. Organizations should choose performance measures that can help describe organizational performance, direction, and accomplishments; and then aggressively use these to improve products and services for customers and stakeholders.
  • Compensation – Compensation, rewards, and recognition should be linked to performance measurements and tie financial and non-financial incentives directly to performance. This sends a clear and unambiguous message throughout the organization as to what's important.
  • Constructive –should be positive, not punitive. Acts as a learning system that help the organization identify what works and what does not so as to continue with and improve on what is working and repair or replace what is not working.
  • Coaching/Mentoring – Superiors must be effectively trained and embrace a coaching/mentoring philosophy to help employees develop positive, constructive development plans. Most plans fail and can cause serious, detrimental impacts on an organization when employees are not provided with the appropriate levels and quality of coaching in the managing of their results.
  • Ongoing – The final report is not the end of the process but provides for a wide range of beginnings. Performance measurement must be approached as an iterative process in which continuous improvement is a critical and constant objective.

 
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