Why Performance Management (Still) Matters - Part 3

For high-performing organizations, a robust, comprehensive performance management system is an essential element of their enduring success. They tend to resist the popular temptation to employ simplified, “check the box” systems offered by so many providers, who default to efficiency and simplicity to ensure that reviews get done. There’s a better way.

The "Dynamic Performance Appraisal Process" is a three-part system designed to gain clarity and confidence in both the manager and their team members. By establishing and agreeing to Job Responsibilities, specific, measurable Goals, and Work-related Behaviors, managers and employees get on the same page and remain focused on what matters most for the team member and for the organization.  To download your complimentary copy of our "Dynamic Performance Appraisal Process" workbook including instructions and worksheets, see the link below.

Let’s look at the third and final part of our process: Work-related Behaviors

Executive leaders are increasingly focused on understanding and building their organization’s culture. Just as newly hired coaches are likely to talk about “building the culture,” business leaders seek a similar path ahead for their organizations.

One important element in building a winning culture is to establish a statement of values. Once done, these can appear in a variety of places, the web site, in the customer reception area, in the meeting room, on the shop floor, etc. All good. But to breathe real life into these values, we recommend identifying work related behaviors tied to these stated values as an essential element of the performance appraisal.

Related story: Why Performance Management (Still) Matters - Part 2

In many cases, employees are separated from employment for matters related to their behavior. Yet, work related behaviors are often overlooked when it comes to performance appraisals. And if your organizational values are to have any real meaning at all, shouldn’t there be an expectation that all team members will live up to these values through their behaviors?

For this third and final section, enter each of your organization’s values on the worksheet and align the rating process as with Parts I and II of the system. (Note that for the sample worksheets, I have included five sample value statements to demonstrate how this works). As with Parts One and Two, the most valuable part of this process is the discussion between the manager and the direct report. How do we operationalize these values? What more can the team member and the manager do, individually and together to model the behaviors that best support these values? Are there examples where we may have strayed from our values, even a little bit? What is the impact of this and what can we learn as we take corrective measures?

If it sounds as though this will take a bit of time, you are correct. With the "Dynamic Performance Appraisal System" you are creating a customized, job specific document. The time invested at the beginning of the term will pay big dividends at quarterly reviews and at the end of the review period.

To download your complimentary copy of Alexander Joseph & Associates’ "Dynamic Performance Appraisal System," including instructions and worksheets, go to ajstrategy.com/dpa_workbook.

For more information, contact me at joe@ajstrategy.com.  

The preceding content was provided by a contributor unaffiliated with Printing Impressions. The views expressed within may not directly reflect the thoughts or opinions of the staff of Printing Impressions.