Key Principles Of Performance Management
Every organisation and every manager should be concerned in getting performance management “right first time”. In doing this a number of key principles are needed and should be fully understood by all parts of the organisation.
- Performance management is a STRATEGIC tool as it allows the goals of individuals and teams to be aligned with the strategic goals of the organisation.
- It is a continuous process and never an annual tool or ritual.
- It needs to be SIMPLE: anything that is over-elaborate and too detailed is doomed to failure!
- It should be owned and driven by line management – it never has been, or should be, the property of HR.
- It will not work without enthusiastic and meaningful support from senior management.
- It also needs the willing support and dedication of line management who will have important contributions to make to its running and success. If the procedures are too complicated or bureaucratic, expect failure and plenty of it!
- It is all about developing people in order to improve their performance and for them to contribute more to the organisation’s success. It is NOT about just generating a rating for each staff member which then may, or may not, impact upon salary calculations.
- It is NOT about weeding out undesirable or unproductive members of staff.
- It involves a continuing dialogue between managers and those they manage. It MUST be a continual process with dialogue based upon achieving goals, performance analysis that is objective and measured leading to performance improvement and personal development planning.
- It can NEVER be a tool for coercion or control.
Ignore these principles at your peril!
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