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9 step performance process v2


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9 step performance process v2

  1. 1. Building a Next Generation Performance Culture Historically, we have done performance reviews because every person on the team wants the answers to two questions: “What do you expect of me?” and “How well am I meeting your ex- pectations?” So why does everyone dislike performance reviews so much? And why do they seem to be so ineffective? Because managing performance doesn’t happen in a slice of time once a year. Performance happens—or doesnt happen—over time and must be managed over time. The key is a whole system approach…and it starts before you hire.Now, more than ever, with the diverse needs of multiple generations in the workplace, it’s important to value your employees’ differences, understand and reward their motivations, and play to their strengths.
  2. 2. Achieving Peak Performance…from Day 1. Benchmark the position 1 What does success look like in this position? What attributes and competencies are required to achieve success? How do you know you’re hiring the right person? Benchmarking clearly identifies the job- specific qualities, attributes, motivators and talents required to achieve success in a given position… and in your organizational culture. Define performance parameters 2 Using your benchmark, and your company’s vision and core values, clearly align job postings, job de- scriptions, and performance measurements. Prospects know what you’re looking for. New hires know what’s expected of them. And you have clear, objective data for assessing performance. Assess candidates and hire to the benchmarked position 3 In a traditional hiring process, we often hire people we “like.” But, ultimately, we lose people whose core values don’t match the organization’s or who aren’t performing according to often unstated and unclear expectations. How can you avoid that pitfall before you even hire? Candidates are assessed on alignment with the company’s core values, vision and culture fit, as well as the skills and experience needed in the position. Onboard new hires 4 Now you have a match for your position. You’ve selected well. All new employees need certain things to get them started on the right foot. Provide them with an orientation to your business and your cul- ture, and the right tools, information, mentoring and relationship building to succeed. Communicate expectations 5 Your staff will be more successful if they know, up front, what is expected of them—from a results perspective. Take the time to share with them the pre-defined requirements of the job and how they match, as well as metrics by which their performance will be measured. Be sure some of those metrics are values and culture based. If they know what you’ll be looking for, they’ll be looking for it, too. Set goals that are strategic, aligned, and measurable 6 SMART Goals are set at the beginning of the year, or once a new candidate has a feel for the job. Stra- tegic alignment of these goals with department and company goals provides clear visibility to how your employees’ jobs make a difference to your organization. Develop a clear roadmap for success 7 Understanding an employee’s development areas from day 1 allows you to create a development plan together -- encouraging and supporting strengths and developing areas of opportunity. With clear ex- pectations, employees know where you want them to go. Their development plan helps them get there. Hold ongoing performance conversations Rather than the dreaded once-a-year performance appraisal, managers and employees engage in 8 meaningful, ongoing , strategic two-way performance dialogues. Specific, authentic and timely feed- back is given regularly. Performance is measured against stated expectations and goals, which are clarified or adjusted, as necessary, and on living the company values and culture. Measure Outcomes not Outputs 9 Extremely hard work, dedication, and commitment, while desirable, do not guarantee great outcomes. It’s results, not effort, that count. Measure people on their outcomes and you reduce ‘busy work’ and the appearance of 858.472.0808