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May 2013
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Performance Management: There is a Better Way

Posted by: Emma Trenier, Senior Psychologist, Capp

 

With the CIPD’s latest research finding that only 20% of HR professionals believe performance management has a positive effect on results and 21% believing it doesn’t, common performance management methodologies are clearly broken.

 

This is a critical problem for the economy, the government and the taxpayer, because we all rely on effective business performance.

 

The most common reason these systems go awry is that a skewed focus on collecting faulty data leads to systems and approaches that oppose the agile, responsible, learning cultures they are supposed to be driving.

 

These systems have managers being led down the garden path of paperwork, completing review documentation once or twice a year – leaving a wake of unimpressed employees in their trail.

 

But there is hope. With Google’s People Operations reinventing the way in which data is used to make people decisions – from retention algorithms to results-focused workplace design – faulty performance data may hopefully soon be something from the past.

 

Being led by the data, we know that past performance isn’t always a good indicator of future performance, and also that the quality and warmth of the supervisor is more predictive of results than the attributes and experience of the employee.

 

Future performance is dependent on manager ability to provide clear expectations, focus on strengths development and provide quality fortnightly feedback.

 

For performance management to be fit for the future – motivating Generations Y and Z to rise up the ranks – managers need to re-engage with their role as team performance coach and start:

 

-        Collecting the right data (sales, customer satisfaction, quality) to track outcomes – you can’t easily argue with objective evidence

-        Taking responsibility for building trusting, supportive relationships and providing direction and feedback

-        Giving employees responsibility for driving their own performance and collecting ongoing performance evidence

-        Using technology to track feedback and evidence all year round, not waiting for ‘the review’

-        Enabling employees to use their strengths every day to reach their objectives and overcome performance challenges.

 

Over our next blogs, we will be talking more about our vision for performance management and how managers hold the key to unlocking strengths in their teams.

 

We hope you will join in the conversation!

 

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