Free Performance Management Webinar
Performance Management
The Ugly Truth About Performance Management
Work morale has deflated over the years. Generational differences and hard times have changed our attitudes toward work, and people are rethinking work as the most important aspect of their lives. Jobs today are more demanding and less secure. And three-quarters of Americans name money and work as the main causes of their stress.
"Through both economic boom and bust during the past two decades, our job satisfaction numbers have shown a consistent downward trend," said Lynn Franco, director of the Consumer Research Center of the Conference Board. "The downward trend in job satisfaction could spell trouble for the overall engagement of U.S. employees and, ultimately, employee productivity."
Many leaders would rather run and hide in their offices during times like these rather than give their employees performance feedback. And, if they do provide feedback, they are often doing it in a way that drives performance down instead of forward.
Take Jim, for instance. He views performance management as something that he has to do once a year because HR says so. He goes overboard to make all of his individual reviews correspond to an average 3 percent increase for his entire team. He deliberately points out many weaknesses to lower an employee's rating below the highest level. His employees view appraisal time as insincere, unfair and a "joke." Plainly stated, they are de-motivated.
Jim should be focusing on his team's strengths to increase their performance. He should share the company's vision and help employees become engaged thus understand how their performance contributes to that vision. He should set clear goals for and with individuals and teams about performance, and he should communicate effectively and frequently with them.
Do you have a Jim in your organization? Perhaps too many?
Employees are hungry for voluntary, detailed formal and informal performance feedback, especially regarding their strengths. They want to know what is expected of them. They want to know how they can achieve more and how they can contribute to the success of the organization. Leaders must learn to devote time to developing employees' existing talent, and providing performance feedback and setting goals and standards are important elements of this that employees expect.
If employees can't measure their progress against well-defined goals, then they may never obtain a sense of achievement in their roles. If expectations are unclear, then employees will become even more frustrated.
Job satisfaction is already tough to maintain. When the recession is over, employees will look for opportunities where they know what's expected of them --- and where their contributions are measured and rewarded.
Free Webinar
Join us on Tuesday, September 14, at 3 p.m. CDT for a complimentary Webinar on how to address Performance Management effectively.
E mail us at info@communicationstrat.com with your name , title , organization, e mail and phone number to enroll or request more information or call 212 362 5215
Contact: David Hellman (info@communicationstrat.com)
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