Group performance management


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Group performance management

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Group performance management

  1. 1. Group performance managementWhen Performance Management replaced Performance Evaluation in Organizations, itwas going to give leadership a different definition and much more credibility andaccountability to all members of a team. Instead of having little control over personaldevelopment within the organization, leaders and team members could begin to createrelationships that would develop a workforce with skills needed to compete in aglobalizing world. Because this approach looks towards the future rather than the past asthe Performance Evaluation does, team members and leaders began to receive constantfeedback from relationships, giving everyone a maximum amount of control over theirown performance.The major component of the Performance Management Process is "Coaching." There arethree important steps to this process and each step seeks to answer just a few criticalquestions. By using coaching at every step, the team becomes more aligned with thegoals of the organization.The first step begins at the Organizations Fiscal Year where objectives are established.The basic questions to answer are:What are we going to do?What are our goals for the next fiscal year?What needs to be developed?During the year, team members and leaders will have follow-up discussion(s) to providefeedback on their ongoing performance and answer the following questions:How are we doing?Are we accomplishing our goals?What are the areas for improvement?What else needs to be developed to meet our goals?These follow-up discussions (The second step of the Performance Management Process)are aimed at improving performances in order to achieve objectives. During thesediscussions, the leader will coach the team members to help team members develop inareas identified at the beginning of the year (during the first step of the process) or duringthe actual follow-up discussions.The third step of the process is a final discussion between the team member and theleader that will be put into writing in answering the questions:How did we do?Did we accomplish our goals - where did we come up short?
  2. 2. What should we concentrate on next year?The success of this approach is dependent on two conditions: the way the leader handlesthe coaching discussions and the commitment of both the team member and leader toimprove and develop skills to meet objectives.Effective coaching relationships between team members and leaders can improve theperformance of human resources within the organization. The outcome is betterperforming employees producing better results.So what do the "coaches" consider to be an effective coach? What was their definition ofcoaching? The one thing we knew for sure (based on years of taking surveys) is thatemployees need and want effective coaching on a regular basis. This was true in the pastand is still the same as we gain a better understanding of coaching in the workplace forPerformance Management.Coaching is a "process" used in developing partnering relationships. I am not debatingthe fact that shareholders need results, I am simply suggesting that the results achieved asan outcome of an effective coaching relationship is long lasting and much more appealingto team members in todays organizations. It may even be an important strategy for thechallenge in regards to keeping and attracting employees.Based on the last two decades spent with thousands of leaders at all levels in differentorganizations, I have often heard the following sentence from team members: "Walk thetalk" and "I will commit to doing everything I possibly can to improve my performance."Still, many leaders experience difficulties with the Coaching approach when this programis first implemented. Their difficulties are often the result of:Misunderstanding of the coaching approach. Too many leaders and team members stillbelieved that Performance Management was just another name for what had been done inthe past (Performance Evaluation). They were convinced this was simply a differentstationary form. Therefore, discussions were still done in a top-down method i.e.: Here iswhat you are not doing well and here is what you will do to improve it. Now, go to it!Not very useful for helping team members and developing partnering relationships...!Misuse because leaders using coaching concentrated on the end result rather than theprocess to use to obtain this result. There was little or no relationship developmentbetween team members and leaders. Talks often sounded like the ineffective coach inprofessional sports i.e.: A basketball coach demands to see a higher score on thescoreboard in order to win. When a player asks for feedback on how to do that, theanswer is: I dont care how you do it, just do it! This results in the team members feelingmanipulated. They will start to do as little as needed to keep their job. So when a newleader joins this team, the new leader is convinced that the team members were notcommitted. This brings to mind the term "self serving biases."
  3. 3. Misleading because the word "coaching" has been used in so many ways, many teammembers believe that it is just another way to get all the juice out of them in order tosatisfy the shareholder regardless of the impact it has on human beings and ultimately theorganization. Unfortunately, coaching is used to describe many different things, it washard to be clear about it. Often, the word "coach" and "mentor" are interchanged. Someadvocate that coaching is a skill needed by the boss, and others seemed to believe thatcoaching is a process that should be done by someone else other than the boss. Coachingis a process delivered to a group of employees informally rather than individually."Coach" is the new title for a leader.Yet, when leaders regularly use coaching discussions effectively, it becomes very easy todetermine what should be going onto the final document for the year. It is also easy todetermine what the answers to the questions of the first step for the following year willbe. That is true Performance Management! : Over 200 ebooks, templates, forms forperformance appraisal.