It is often found that learning and performance are not linked as they should be. So, as the ones responsible for improving performance, we must find methods and processes to identify the appropriate corrective actions. Merely identifying performance roadblocks has no meaning if we do not take corrective actions on time. They must encourage employees to influence their own career development and adopt a growth mindset. Transforming performance management requires managers to effectively motivate behavior change among employees. With the increasing shift towards continuous learning, the need to constantly upskill employees, and the rising employee expectations, we can see that the erstwhile approach of annual or bi-annual performance reviews is being transformed into something more continuous, real-time, and multidirectional.Ī survey by Gallup found that only 20% of employees feel motivated through performance management to do outstanding work. Delayed Corrective Action To Address Performance dropĪs the nature of work is evolving, so must the approaches to performance management. It lends insights into potential performance roadblocks and paves the way for addressing employee performance issues in a better manner. This helps employees understand what and where they lack and what needs to be done to improve. Managers must bring the skill gaps to the notice of the employees just when the performance starts dripping. Implementing systems like a 360-degree appraisal, on-the-job-assessment, management by objectives, peer reviews, and specific behavior-based appraisals help identify and address any employee performance issues with more focus on objective assessment. Instead, they must give clear and concise feedback across a broad spectrum of performance metrics that are aligned with business objectives. Often managers share feedback in a run-off manner, like, highlighting "Needs improvement" or "Work on communicating better with colleagues" or providing feedback long after it should have been shared. When managers give feedback in the flow of work, employees start taking ownership of their performance and become better equipped to identify and address any performance roadblocks. Rather than terming it as a "timed" process, organizations must ensure that their managers act as "in the flow of work" performance appraisers. ![]() Timely feedback and regular check-ins are essential elements of a robust performance management process. ![]() It is not advisable to wait for annual or bi-annual appraisal cycles to check in on performance roadblocks. Organizational goals must be linked to individual job descriptions, and performance must be measured against those descriptions. Managers must discuss performance expectations and ensure clarity around how performance is to be measured. Job descriptions must be SMART – Specific, Measurable, Achievable, Relevant, Time-boundĪn employee's role must be clearly defined within a team and the larger organization. Download the eBook Common Employee Performance RoadblocksĪs it is very important for a doctor to diagnose the disease before starting any medication, the first step to improving performance for organizations is to identify the roadblocks.
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