It’s that time of year for me when I’m talking to people about performance over the last six months.
Committed to helping people be the best they can be and also to delivering maximum value with public funds, this is a process I’ve spent much time considering in order to ensure it delivers for the individuals I support.
My quest for perfection in performance management, has led to a number of steps that can provide a framework within which individuals can develop and deliver for your organisation.
Setting clear objectives is the first task if you want to create an environment where people can succeed. This step should provide clear direction in line with the organisation’s aims and ensure that person can meet their goals in a timely manner and know when the objective has been achieved. In particular, agreeing objectives which are SMART brings clarity to plans and ensures they can be completed within an agreed timeframe.
After this stage, it is important to work with the individual to agree what ‘good’ looks like. I’m not sure it’s possible for individuals to really excel in delivering their priorities if you haven’t discussed exactly what is required. Setting out expectations clearly from the beginning allows people to go the extra mile to ensure a high standard.
In observing performance management in a number of organisations, I’ve noticed that reviews too often become a process that people have to go through with little awareness of what they are about (see what’s wrong with performance management and annual reviews). In many cases, managers set objectives and sign off progress without much thought or discussion.
For me, it’s about creating a structure for people to succeed with a focus on encouraging and supporting them to exceed expectations. It seems to me that managers should consider it a priority to ensure their people are encouraged able to become ‘outstanding’ and concentrate their efforts on achieving this goal. I’m sure all organisations desire to have high performing teams so let’s stop thinking that mediocre is good enough and give people something to aim for.
Finally, I don’t believe that performance conversations looking back over a six month period go far enough to provide focus and motivation. Whilst my objectives might be set annually, I set out my plan to achieve them by looking forward over a three month period and reviewing progress on a monthly basis. This ensures the thinking time and prioritising which is necessary to make an impact. I’m then able to look back and see if I have achieved my goals, ensure my time is spent on the right things and to know if my objectives are the right ones.
As the year comes to a close, I wonder how your teams have performed over the last twelve months and offer a challenge to all of you to make a commitment for the new year to adopt a system that allows your people to shine in 2017.