Everyone seems to be jumping right onto the band wagon. Bell curve has become "passe"... So what's the in thing.... That's a million dollar question.
A clear mandate now would be to go back to the basics. Pressure would now mount on such systems which have done away with Brother Bell to actually motivate performance and no longer manage it..
This is going to mean
a) Regular and precise goal setting
b) Clarifying understanding and expectations of the goals
c) Reviewing periodically and being transparent on the achievement / non achievement
d) Understanding what went wrong and what could be done better.
Over and above is the substantive element that needs to be covered.
One objective of a good performance management framework is to drive the right kind of behaviors within your organization and its various entities. How does this happen? By Setting Targets and Goals with qualifiers. It is important to emphasize both "how" and "why" aspects when setting goals and not just the focus on "what". It has to be a deliberate attempt and should not be left to chance.
Take for example the highest achiever of sales in Pharma Co (name is irrelevant). Here was Madan the highest grosser on sales. For eight quarters he clocked over 40% growth each quarter and was the star salesman two years in a row. About 9 months later when a new drug was launched by the competition the skeletons tumbled out of the cupboard. Madan used his smooth talking skills and network with stockists to off take and store more than they needed and the inventory went piling up finally leading to zero off take in two quarters when things got tough.
We don’t need to mention the fake invoice generation by “unscrupulous” employees to show higher sales. This happens in various industries and google your way to “Billing Scams”
A clear mandate now would be to go back to the basics. Pressure would now mount on such systems which have done away with Brother Bell to actually motivate performance and no longer manage it..
This is going to mean
a) Regular and precise goal setting
b) Clarifying understanding and expectations of the goals
c) Reviewing periodically and being transparent on the achievement / non achievement
d) Understanding what went wrong and what could be done better.
Over and above is the substantive element that needs to be covered.
One objective of a good performance management framework is to drive the right kind of behaviors within your organization and its various entities. How does this happen? By Setting Targets and Goals with qualifiers. It is important to emphasize both "how" and "why" aspects when setting goals and not just the focus on "what". It has to be a deliberate attempt and should not be left to chance.
Take for example the highest achiever of sales in Pharma Co (name is irrelevant). Here was Madan the highest grosser on sales. For eight quarters he clocked over 40% growth each quarter and was the star salesman two years in a row. About 9 months later when a new drug was launched by the competition the skeletons tumbled out of the cupboard. Madan used his smooth talking skills and network with stockists to off take and store more than they needed and the inventory went piling up finally leading to zero off take in two quarters when things got tough.
We don’t need to mention the fake invoice generation by “unscrupulous” employees to show higher sales. This happens in various industries and google your way to “Billing Scams”
So if you are looking for good behaviors aligned to your organizations value system then you need to ensure the “desired behaviors” are brought into focus.
This can be done through combination of the Performance Management and the Competency System. The PMS should focus on the goals the “how” and “why” along with the “what”. The managers should ensure that they anticipate how things can “Go Wrong” and discuss these with their teams in the process of setting goals.
This can be done through combination of the Performance Management and the Competency System. The PMS should focus on the goals the “how” and “why” along with the “what”. The managers should ensure that they anticipate how things can “Go Wrong” and discuss these with their teams in the process of setting goals.
The competency framework should ensure that the behaviors of the competencies (managerial and leadership) do cover behavioral aspects of “how” apart from defining the core job related behaviors of the given role.
Focusing on just numbers, targets and deliverable s you might end up like the proverbial missing the woods for the trees.
Focusing on just numbers, targets and deliverable s you might end up like the proverbial missing the woods for the trees.
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