Organizational Readiness To Performance Management

The other HR practices which should be in place prior to developing a performance management process should include the following components:

Well designed jobs written job descriptions comprehensive orientation effective training effective supervision a positive work environment If you do not have these human resource management practices in place then the first step for your organization will be to develop them before you establish a performance management process. Without the necessary human resource management practices in place, a performance management process at best will achieve modest improvements in performance and at worst may result in decreases in performance.

The performance management process must have the support of the Board, Executive Director and other senior managers. The establishment of a good performance management process requires time and resources.

Examples of management support for performance management include:

giving top performers more challenging/enriching work; making money available for training and other types of development; demonstrating commitment to deal with poor performance.

Management support to act upon the outcomes of the performance management process is also necessary. It is essential that:

good performance is recognized inadequate performance results in the necessary support and/or training to improve performance consistently poor performance results in a change of responsibilities or termination, as appropriate.

If your organization will not act upon the outcomes of a performance management process, then there may be little point in establishing the process in the first place.

Organizational Fit A good performance management system must fit the strategic direction and culture of your organization. Following are guiding principles that are consistently found in effective performance management systems and that you should adapt for your organization:

Performance management links the goals of the individual employee to the goals of the organization.

The employee and supervisor collaborate to set goals and review performance.

Performance management is an on-going process; it is not a once a year appraisal.

The performance management process is forward looking; past performance is summarized and future goals are set.

The process is based on two-way communication between the employee and supervisor.

The process monitors and measures result (what) and behaviour (how). The process does not evaluate personal traits, such as initiative - these are too subjective.

The manager provides both positive feedback for a job well done and constructive feedback when improvement is needed.

Training and development opportunities are provided for improving performance.