It’s a fact of life that people don’t like change, so introducing any
new HR process that requires people to think and act differently is
always going to be a challenge.
Performance management is a problematic subject. It’s often regarded
by managers as an irritating, box-ticking exercise and by employees
(particularly those who’ve had bad review experiences) as something to
be disdained and avoided.
It is important, however, to review performance management systems
from time to time to make sure they are fit for purpose, running
smoothly, and still reflect the organization’s culture and priorities.
If you’re going to invest time and effort in developing a new system,
you want to make sure it lands well. So what do you need to do to make
sure both employees and managers understand the thinking behind a new
approach to performance management and engage enthusiastically with a
new system?
Lay the Foundations
A performance management system—like any other new system—will work
best if people feel they have been part of its creation. Of course you
can’t consult with the whole workforce about every nut and bolt of a new
system, but it is a good idea to involve users at the planning and
development stage. A focus group with managers, for example, will help
you understand what they need from a system and how you can build a
process they will find easy to use. An employee focus group is a good
way to test the temperature on any new initiatives you may be planning
to introduce, such as competencies or scoring. Piloting a new system
with a small test group is also a good way to iron out any glitches and
highlight any unanticipated issues. You’ll never please everyone, but
people are more likely to engage with a new process if they feel their
voices have been heard and their ideas taken into account.
Have a Communication Plan
It’s no good just suddenly launching a new system out of the blue and
expecting everyone to enthusiastically jump on board. You need to tell
people a new system is being developed, explain the thinking behind it,
and set out the practicalities of how it will work. One all-staff email
isn’t enough. Plan a phased program of communication before, during, and
after the launch so that there are no surprises, and everyone is clear
about what they need to do differently. Employees and managers will have
very different information needs, questions, and concerns, so ensure to
tailor your communications to suit the audience. It’s important to
reinforce information on a regular basis as it takes time for a new
system to bed in and for people to get the hang of it.
Provide Reassurance
Performance management is often the cause of much angst in
organizations, so it’s important to reassure people that they have
nothing to fear from a new approach, and that it is there to support
them and make life easier. Introduce an automated system, for example,
and managers may be worried that it will be time-consuming or that the
technology will be complicated. Introduce more frequent reviews and
employees may be worried that their performance is going to be more
closely monitored and they will be hauled over the coals for every
little mistake. Make sure managers are clear about how a new approach to
performance management will help them lead their teams more effectively
and get the best out of their people. Reassure employees that the new
focus on performance is about helping them build on their strengths, get
clear about priorities, and develop new skills going forward.
Support Managers with Training
It’s quite possible your managers may have been resenting the
current performance management for years. They have regarded it as yet
another item on the to-do list, and as a distraction from the “real
work”. If you are moving performance management up a gear, however, you
can’t just expect managers to automatically know how to execute it or to
change their behavior overnight. Managers may need help understanding
how a forward-focused approach to performance management can yield
better results than the traditional ‘looking back’ on last year, or how
to have productive and motivating performance reviews with their team.
Make sure everyone is clear about what the new approach is aiming to
achieve and that they are equipped with tools and frameworks to help
them have good quality conversations.
Let technology take the strain
Technology cannot replace the conversations managers need to have
with their people, but it can give a lot of support the performance
management process. The latest performance management software can nudge
managers when appraisals are due and make it easy to find and complete
the necessary forms electronically. They provide a central place where
information about what’s been discussed can be recorded, so that it’s
easy to revisit objectives or targets and adjust them if priorities have
changed. Information about any development that’s been agreed can also
be easily recorded, so that both managers and individuals can access
records and make sure planned training gets scheduled in. The latest
generation of systems are intuitive and straightforward, making it easy
for managers to keep track of the performance management process and
make it an integral part of the way they manage their teams.
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