We all know that performance management should be seen as much more than a process. In fact, it is hard to move now without being told that 'appraisals' are dead and 'Check-ins' are the only way forward. To an extent, we agree, but we would warn against throwing out all structure completely. The risk of going completely free form is that managers and staff will only have a range of tactical 'Check-ins' rather like the more traditional one-to-one. These do have their place but not at the expense of the entire performance management process. Having a clear performance management process is important to bring structure and purpose. The style and quality of 'Check-ins' will vary wildly otherwise where there is a greater risk of them becoming 'tick-box' exercises rather than old school appraisal.
This 7 Simple Steps guide to building an effective Performance Management Process gives an overview of each aspect of an effective process. It is supported by a series of best practice manager guides which explain each activity in more detail. Performance management can be seen as a process or set of actions that take place between a manager and their employee over the course of a year. The purpose of it is to focus and motivate high performance so it should have a direct and positive impact on organisational and individual results. It should include objective setting, 1 to 1's, development and career discussions, all interspersed with regular quality feedback.
But calling it a process can be where it can fall apart, as fundamentally it is about the human interaction between two people resulting in motivation and increased results.
This Manager's guide outlines 7 simple steps that make up an effective Performance Management Process, each stage has a specific purpose and value which gives clarity to managers and staff about what is expected.
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