Performance management cycle

1. Performance management cycle
There are various methods to ensure the effective day-ﾐ to-ﾐ day and even long-ﾐ term
process in an organization. Change is inevitable and managers always look for ways to
see things through. The evolution of these processes paved the way on how we do
business today, from simple banking transactions to mobile modes of financial enterprise,
how it evolved shows the manner in which innovation contributes to improved services
and continuing competitiveness in the market.
Personnel professional management is not a stranger to these innovations, it plays an
active role in shaping how managers relate and do their tasks for improved productivity
and accelerated growth. Foster results with performance management is one thrust to
ensure this belief and ideology. The key is to ensure that goals are met in a manner that is
acceptable, efficient, cost-ﾐ effective and fully understood by the members of an
organization. The depth and range to which these tools are applied can be from the simple
tasks in the reception area to as far as the year-ﾐ end planning and forecast of the
company. It involves the constant interaction in the exchange of ideas between the
superior and the subordinates, among line staff members and middle management, from
high-ﾐ level managers to their support staff. It is continuous throughout the year and
explained to members for focused goal-ﾐ driven initiatives and measurable outcomes.
From drawing out objectives, determining goals, seeking feedback on actions done and
results review, this cycle is ongoing and constant that promotes improved communication
and interaction among members of the company.
The manner in which solutions to everyday challenges that an organization faces rely on
the ways it has coped with previous tests it had faced. Learning from errors made
certainly diminishes the probability of committing the same blunders in the future.
Performance management starts out in the objectives set forth for the year, this cycle
depends on what is sought to be achieved and the manner management would like to see
it through.
The cycle begins with planning and assessment. The objectives are set, what needs to be
achieved, the means on how to acquire it, and measurable elements to determine its
successful implementation. The organization involves the members in the consultation on
what needs to be done and how the collective thinks it can contribute to making the
vision a success. The consultative process is a proactive interaction that an organization
banks on to ensure that everyone's opinion is given attention and in a way - valued. By
promoting an atmosphere of openness and involvement, the stakeholders are given an
important avenue of ensuring trust and confidence in its handling of employees, their
suggestions and issues they may have that can deter growth in the company. Exploring
and finding ways that these are addressed is crucial in this initial step in the performance
management process.

2. In setting objectives, the organization intends to ensure that these conform to the
standards it has set forth to achieve, questions that may crop up must be answerable by
measures to ensure that these are met. In what ways can the organization benefit from it,
is it attainable and realistic to achieve, is it relevant and current and how will the
management ensure that it can be evaluated for its success. Aside from being clear-ﾐ cut,
objectives must carefully encompass in words - the intent to which it was framed. At the
onset, it must be clear, highly motivational, and purely intent-ﾐ driven. These objectives
must specifically zero in on what the company aims to achieve.
Performance dimensions identify actions and behaviors for success. Knowing well the
behavior and coordinated actions that employees will utilize to achieve results and
perform his daily work routine is equivalent to the success and contributor to satisfactory
end results. Though it is not imperative, the focus that the employer puts in understanding
how the workers go about with their daily tasks often leads to more than satisfactory
organizational results. An example would be collaborating on a project among
departments requires weekly accomplishment reports, then involved employees would
know that developing cohesive interpersonal relationships as well as guided expectations
from colleagues are to be expected. Performance dimensions would rely on which
behaviors contributed in achieving the task, time management, liaising ability and forging
ties with other departments are to be assessed in determining how the objective was met.
There are ways that define performance dimensions, these depend on the job and the
array of set skills and behaviors that an employee brings with him to fully grasp the
breadth of the job description. Often than not, it is clustered into broad terms that define
work roles and functions. These must answer the question on how one acts when he/she
attains a favorable job result, what set of characteristics does he employ, and how is it
relevant for others to emulate. It varies from one organization to another, an airline
company would have a different set of dimensions and parameters to determine customer
satisfaction compared to a manufacturing firm that churns out goods for distribution to
suppliers and vendors. Though it may vary, the general notion is that it must subscribe to
a set of ideals that is acceptable to management and followed acceptingly by the
subordinate.
Defining competencies is a contributor to the performance dimensions, these
characteristic set enlists what able-ﾐ bodied employees ought to have in order to function
well in attaining the dimensions that were set forth. It may range from preparing a
spreadsheet, planning out year-ﾐ end targets, knowing how to network with industry
movers to as simple as capability in manipulating office machines. The desired
competencies contribute on how evaluation can take place in the attainment of these
goals as aided by the performance dimensions.
Expectations must be clear from the beginning, it is advised that it be printed in writing,
so that it is well understood by all, agreed upon by the majority and fully embraced by the
members. As a manager, one must know what it is expected of her, who are tapped to
achieve these results and what are ways she can use to maximize the potential of staff
assigned to the department. Observation and the feedback mechanism are crucial

3. elements in the performance management cycle. It is through observation that the
organization determines the mistakes and positive actions it had produced it the first
place. How would one know that the communication system using electronic mail is
effective if it had not been observed to limit paper usage and deliver faster results in
delivering the message to the company as a whole? These observations are listed and
discussed for improvement measures to be initiated and applied.
An effective feedback mechanism is coaching, it is through this strengthened
communication act that the manager steers the growth of the employee. What is it that is
expected and how the job is expected for accomplishment can only come from
experienced coaches within the organization. The employee must see this an opportunity
for learning, each coaching session, though informal at times, is a creative learning
experience for the neophyte and an added improvement tool for the superior.
The final phase of performance management is phrased and encapsulated in assessment.
It is a perfect opportunity to determine the success of plans laid out for completion. In the
same manner that it will form part of the learning curve and experience of the employee.
The strengths and weaknesses are discussed. It may be a tricky path to thread, but one
must face it with openness and a clear understanding of expectations to be met.
Indifference and dissenting opinions may pose a challenge but it can also be an avenue
for healthy discussion for future organizational plans and processes. All of which, would
not come into play, if assessment were not done in the first place. Appraisal of one's
performance for the year must be objective and free from personal observations that may
be unprofessional in the eyes of an employee. Veer away from issues that may pose a
barrier to ensuring the effective sharing of ideas and accomplishment. It is difficult to
address issues that are not favorable, but reality dictates that it must be properly
addressed. It should not be a torn that will forever be a hindrance to achieving
organizational goals.
Performance management is a streamlined and clever way of ensuring an organization's
evolution into something more than it already is. By involving the members of the
organization, planning out ways to achieve means and success, constantly monitoring the
progress of plans that were identified and ensuring that they are evaluated in the end - an
organization becomes more attuned to the needs of its members and the general public it
serves.
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