Why Performance Management (Still) Matters - Part 2

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 Part II: Goals

While most will agree that goals are a key metric by which we can track progress toward results, there is often a challenge as to how best to develop them. Who should be responsible for setting goals? To what extent should team members be involved? Should goals be modest and within reach and if not, will this serve as a disincentive and impede performance?

Related story: Why Performance Management (Still) Matters

And what do effective goals look like? For example, goals should be specific and measurable, but some jobs lend themselves to numeric measures more naturally than others (sales, for example). What to do?

Here are some thoughts. A key to getting the most out of the "Dynamic Performance Appraisal Process," is having the manager and their direct report spend time in a one-on-one discussion as they complete all three sections of the document. Getting agreement on these elements can and should take time. Setting goals may take the most time.

In leading this discussion, the manager should stress the importance of creating measurable goals. The reason for this is simple. You will be reviewing this document quarterly to check progress. At the end of the term, you will have to arrive at a conclusion as to whether and to what extend goals have been reached. This is much easier to do when goals are measurable.

Setting a goal that starts with “develop a better understanding of…..” may have useful intentions but how will you know this has been achieved? What is the physical, observable, measurable evidence that this “better understanding” has been reached? For goals that do not lend themselves easily to a hard and fast measure, try to reach an agreement around what will serve as an indication that the goal has been reached.

As with Part I, Job Responsibilities, once you have completed the Goals section, you will assign a value to each one since some will have greater impact than others.

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.

Performance management is a critical aspect of organizational success. It involves systematically valuating and improving individual and team performance to align with the company's goals and objectives. Central to effective performance management is the establishment and prioritization of goals.

When employees understand which goals are most important, they can allocate their time and effort more effectively, leading to increased productivity and better performance outcome.

Team members who have clear priorities are more likely to feel engaged and motivated, as they understand how their work contributes to the organization's mission.

We’ll take a look at Part III: Organizational Behaviors Tied to Corporate Values, next time.

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.