Performance Reviews that Work- Performance Through People!


Measuring Performance seems to be such an issue with many people I thought I would add some ideas that might help support my previous blog The Seven Virtues of Performance Reviews http://bit.ly/d2UFWB.

Traditionally and even today I note too narrow a focus on how Performance Measurement and Reviews are handled in organizations.

Learning Point #1 In order to achieve effective communications, team building, results that work, motivation and engagement we need to have effective performance measures in place.

 

Learning Point # 2 Performance reviews and measures must be part of a strategic leadership and management system AND not simply be focused on maximizing future profits.

 

Learning Point #3 We need to move away from the traditional approach of it all being down to financial results and outcomes, that’s too narrow!

Learning Point #4 Reviews need to focus on the strategic outcomes of the business and in turn develop the person along those lines,

 

Learning Point #5 The information used needs to be relevant and contribute to good decision-making. Too much focus has concentrated on what has already happened and looks backwards rather than forwards!

 

Learning point #6 Reviewing performance is about meeting the needs of the future!

 

Learning point #7 Performance reviews are about “building” not “destroying” the people in your organization.

 

Leaning point #8 Performance reviews are not an extension of your accounting system; they are part of your business culture.

 

Learning Point #9 Crucially performance reviews were viewed as influencing behavior- failure to perform was seen as punishment thus stifling innovation and creativity.

 

Learning Point #10 Performance Reviews, are there to develop not to punish your employees!

A great way to look at the basis of the new approach is the Business Performance Through People – Review Pyramid – see picture on this blog!



Adapted from Institute of Management Foundation and the work of R.L.Lynch and K.F.Cross 1991

 

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About HRMexplorer

Managing Director - Human Capital Europe and USA - My ability is to recognize ingrained assumptions and patterns of operation that aren’t productive, and offer practical, cost-effective and value-based solutions.

Posted on July 24, 2010, in HRMexplorer Blogs and tagged , , , , , , , . Bookmark the permalink. 4 Comments.

  1. Kimberly Roden

    Great post, Peter! I believe that feedback should be constant and to your point #7, to build on employee’s strengths. Too often, managers are too busy to provide a secure forum for the employee to make mistakes, think creatively and challenge processes.

    The performance review should emphasize accomplishments and provide goal setting for employees vs. being used as a tool for a poor performer. That should be handled separately with a comprehensive action plan for the employee.

    • Thanks Kim. There is much discussion about this process. I guess the conclusion is developing your business and the people within it are synonymous, and that means figuring out what is going on aka performance reviews!

  2. Aww…performance reviews are over rated and become redundant for good employees of 3 years or more. Their only value is to provide documentation to get rid of a bad employee…which you can pretty much do by just firing them!

    • Wow Thanks Linda, that was unexpected! Everyone needs lifelong learning and what better way then to sit down and review/assess what that means! Thanks for the comment we need to discuss further!! cheers

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