The problem is that his manager has always identified Joe as meeting performance expectations, when he should have been tagged as needing improvement. He started out fine, but after five years on the job, Joe is still performing at the same level as he did when he first started. For the past several years, Joe has been an ok employee. In case I wasn’t clear, here is the specific problem I am talking about: As a manager, you have an employee, let’s call him Joe. Let’s be real, employees talk and they know how they are being rated. In the same vein, you are also hurting the employees who are meeting and/or exceeding your performance expectations by lumping in lower performers with them. Remember, you aren’t doing an underperforming employee any favours by artificially inflating their performance rating. If you make arbitrary allowances for how you measure and reward, your credibility evaporates. Here’s the rub though, as I mentioned before, you HAVE to accurately set goals and measure success. That way, when it comes time to dole out any type of pay increase, the top performers are getting the most money and the bottom performers aren’t getting as much if any – which is the way it should be in a performance based system. Here is the thing, by having objective goals for your staff, based on the position and their knowledge and experience within the position you can measure everyone on a level playing field. the old manager observation or management by wandering around) however, as a manager, you need to execute and actually OBSERVE your employees and coach them. By the way, there is nothing wrong with qualitative measurement (i.e. You need to set goals/objectives and identify, up front, how the the employee will be measured – whether quantitatively or qualitatively. what “success looks like”) are for the individual in their role. This all starts by identifying what the performance outcomes (i.e. Most of those items, when operations and HR partner together, can be addressed and hopefully resolved.Ī big part of the performance management philosophy that I preach to my clients is that the most important piece of ongoing performance management is being able to accurately measure the success of all of your employees – everything else about performance management is moot if you don’t/can’t do that. I get it, the challenges in dealing with lousy performance review forms, the time commitment, the struggle to set goals, etc. Having had responsibility for performance management, both as an operations manager and as an HR Manager, has given me a pretty good perspective on just how difficult an ongoing process it is. Regular readers of The Armchair HR Manager know that one of my favourite topics to write about is performance management.
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