Performance Management

An article on the importance of using Performance Management procedures within your business alongside staff development. Performance Management will help a Manager deal with attitudinal issue as well as skill shortfalls.

The words ‘Performance Management’ are enough to create a sinking feeling in the stomach of most employees.  But why? A performance management plan is designed to enhance the performance of the individual, which in turn benefits them as individuals, it enhances the output of the team and ultimately, improves the business.

So why do so many Managers avoid this beneficial tool that they have at their disposal?

Too many managers do not introduce it (often known as a PIP – performance improvement plan), until something is going wrong.  It’s almost as if nobody needs development until something has gone wrong.  Thus unfortunately, the term ‘Performance Management’ has a bad and negative reputation.

So, as a Manager, I am best to avoid the negativity it creates?

No, don’t avoid it, even if within your business it has a bad reputation, it will still get the job done. The ultimate outcome of Performance management procedures is one of two things:

 

  1. The employee is demonstrating enhanced performance, which is to the benefit of everybody.
  2. The employee is employing their skills for another business – and hopefully, happier and more successful with their new employer. Again, this is to everybody’s benefit.

How do I improve the reputation of ‘Performance Management’ within my business?

Simple – follow these steps

 

  1. Every employee – including you – should have a development plan in place, built along the SMART guidelines. This is because everybody can improve something.  However, if it is not written down and supported by their Line Manager, procrastination settles in, which results in them not developing and ultimately, becoming bored!
  2. The plan is used for both staff performing above their minimum level and for those performing below it. It is simply a tool to help enhance performance and provide responsibility to that individual.
  3. Should the member of staff implement the plan, but fail to achieve the goal, you thank the member of staff for trying and build another plan with them.
  4. You repeat step 3 until you have success.

So when would I introduce a PIP or Performance Management procedures?

This is for underperformers who have an attitudinal issue. i.e. Something that is within their skill set but they find excuses not to implement the actions they agreed with you.

e.g. They agree not to be late again for work after being late three times in the last month.

e.g. They agree to sit with another member of staff to learn how to do something better but ‘haven’t found the time to sit with them yet.’

In Summary

As a Manager you have a responsibility to develop the skills of your staff.  Equally, they have a responsibility to carry out appropriate actions that help achieve that development.  If both parties take their responsibilities, you will enhance performance through a Development Plan.  However, if the employee ignores their responsibility, then we use Performance Management procedures to tackle this attitudinal issue and manage them upwards.