To create a performance management process with higher efficiency, HR should enable the company to customize to meet its desires. To recognize customizable opportunities, the professional should consider the level of risk involved in personalization comprising the impact on other talent processes or potential for bias.
FREMONT, CA: Today, organizations rely on performance management efforts to notify compensation, promotion, and succession planning decisions, as well as to drive employee performance, engagement, and development. Firms that maximize utility by closely aligning performance management with employee and business requirements realize a boost in workforce performance and have an upper proportion of high performers in their workforces.
To increase their performance management utility, organizations must focus on three strategies:
Customizing for the Business
To create a performance management process with higher efficiency, HR should enable the company to customize to meet its desires. To recognize customizable opportunities, the professional should consider the level of risk involved in personalization comprising the impact on other talent processes or potential for bias. Furthermore, the HR should consult with the business to decide which practices need to remain consistent and to support tailoring other methods, while ensuring performance management still offers the input for critical talent processes.
Aligning with Employee Requirements
Employees need to have possession over performance management design so they can align the process with their requirements. Organizations can facilitate active employee ownership by reframing the roles of different stakeholders in the process.
• HR must shift from owners to consultants offering expertise in project facilitation and talent management.
• The workforce should not be treated as consumers of the process, but as architects of performance administration from ideation through rollout.
• Senior management ought to become enablers who actively welcome performance management as an employee-led initiative and offer evident support without influencing the design.
Accustoming to Collaborative Work
Attempts to use performance management to enhance the efficiency of collaboration usually fail as the staff does not see a clear individual benefit for active cooperation. Additionally, the workforce does not understand what actions they need to take to collaborate successfully. Organizations can overcome the barriers by appealing to employees’ self-interest; primarily by showing employees that collaboration is a tool they can use to reach their individual goals. Subsequently, leaders must communicate which actions, not just features; employees should demonstrate to collaborate in effect. Lastly, HR should ensure the process assists employees in identifying specific individuals they must work with and identify employees for valuable cooperation.
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