Last Updated on
Performance management is like budgeting: It’s required in every organization, it’s cumbersome and onerous, it never comes out exactly as you planned, and managers always whine, but you would never get rid of budget planning just like you should never get rid of performance appraisal – because no matter how flawed the process is, it’s good business practice.
The primary features of The Brew’s Performance Effectiveness Practice are:
- Create a more clear delineation between satisfactory performance and truly outstanding performance
- Defining performance measures for every position that are directly connected to the organizational goals and values, creating management reviews that are directly linked to the organizational strategic goals
- Create a performance feedback culture where the role of the manager is that of a coach or counselor providing feedback that guides employee development rather than critical judges of past task outcomes and behaviors – which can be accomplished by allowing the review to evolve out of the employee’s own self-evaluation.
About the Client Organization
This case is about a social enterprise with 400 employees. It describes the challenges that the organization faced and the solution to make the performance management process accurate and more useful to the management. Also, to get the context better, here is an interesting read on Key Challenges faced by Social enterprises in India – Misaligned Goals, No visibility to impact, & human capital quality are major factors leading to eroded performance effectiveness.
The Pain Points
The leadership believed that their organization’s customers were not being served effectively and while most employees were working hard, there were gaps in delivery. The leadership wanted to share a common set of goals for all employees – that would help meet their customer requirements. And once done, measure it periodically.
The Brew’s Approach
Our team first helped identify and setup 5 key goals that mapped to the organization’s vision. The goal setting process was initiated next and each employee had a goal sheet, aligned to these goals, pre-initialized in their goal sheet, at the start of the appraisal period. The employees and their supervisors could add additional goals to map to the employee’s job role.
Next, a core competency set was identified and a quarterly appraisal process was implemented that contained an employee self-review followed by the manager review and discussion.
The Leadership could align employees to a common set of goals, set clear expectations, track progress in real time and take remedial action – all in all, laying strong fundamental basis to contribution driven – improved performance effectiveness paradigm