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    You are here Home » performance appraisals

    The 10 Elements of Positive Performance Management

    Last updated on Dec 20, 2012 by Dan McCarthy · This post may contain affiliate links

    Guest post from John Mattone:


    The fundamental belief underlying Positive Performance
    Management (PPM) is this: Leaders and their employees must strive to make
    performance reviews complete, honest, and timely.

     As a leader, it is critical that you engage in crucial
    conversations to let employees know where they stand at all times. In the
    course of executing PPM, you should hold yourself to the highest standards of
    character, always being fair and honest and never injuring a person’s sense of
    dignity and self-worth. Ultimately, by holding yourself to the highest
    standards of character, you enable your employees the free will to make
    whatever decision that’s in their best interest, whether such a decision
    involves recommitting to you and the organization or even deciding to move on
    in their careers. 

     Clearly, by executing PPM with character, you also enable your
    organization to exercise its free will to make the best human resource
    decisions possible, whether they are decisions involving promotion, transfer,
    discipline, and even termination. It is only as a result of leaders’ executing
    PPM with unwavering character and purpose that an organization—your
    organization—can lay the groundwork for achieving breakthrough-operating
    performance.

    What If the Truth Is Not Told?

    I have coached countless leaders who, unfortunately and
    unknowingly—even knowingly—fall into a very dangerous trap of underrepresenting
    their employees’ performance (i.e., they tell them that they are performing
    worse than they are in reality).  This tendency creates:

    - Dissatisfaction: “They don’t understand me no matter what I say
    or do.” 

    - Reduced Motivation: “Why try? My boss doesn’t appreciate what I
    do.” 

    - Reduced Commitment and Alignment: “Neither my boss nor anyone in
    this
    company cares about me or the talents I bring. Why should I care
    about my
    boss or this company?” 

    - Voluntary or Involuntary Termination: “Enough is enough. I am
    going to
    bring my talent elsewhere.”

    Of course, I have also worked with many leaders who make the
    opposite mistake of over-representing their employees’ performance (i.e., they
    tell them they are performing better than they are in reality). This creates:

    - Coasting: “My boss told me I am doing great, so I’ll just cruise
    along with my usual half-effort.”

    - Perceived Unfairness: My boss is playing favorites, so why
    should I commit?”

    - Problems Disciplining/Terminating the Employee Later: “What?
    Poor work?
    You told me last year right in this office that I was doing
    great work.”

    Clearly, beyond the need to hold yourself to a higher character
    standard as a leader, there are significant ethical and legal reasons for
    ensuring that you are executing PPM in a fair, honest, and objective fashion.

    The Ten Elements of Positive Performance Management

    There are ten key elements of Positive Performance Management.
    The greater the degree to which you incorporate these principles, the greater
    the probability will be of having complete, honest, and timely performance
    reviews. 
     

    1. Employee involvement: Objectives should be set with employee
    in put. 

    2. Valid performance criteria: Employees should only be rated on
    the criteria/factors that determine success in their job. 

    3. Year-Round Process: Employees need feedback on a regular
    basis to optimize their performance. 

    4. Proper Preparation: Both you and your employees need to
    dedicate time
    preparing for appraisals. 

    5. Avoid Stereotypical Thinking: You must ensure that your
    ratings are free of
    biases. 

    6. Input from Others: Obtaining input from others (i.e.,
    teammates, coworkers,
    subordinates, etc.) can result in more accurate and complete
    performance
    reviews. 

    7. Consistency: You must send a clear and consistent message.
    Your words
    should not conflict with your body language.  

    8. Rating Integrity: The final rating should be based on what
    was accomplished
    and how it was accomplished. 

    9. Dialogue: Regular communication between you and your
    employees is critical throughout the year. 

    10. Employee Ownership: Because your employee’s name is on the
    review and
    his or her compensation and promotional opportunities are
    determined by
    the review ratings, employees should be entitled to a much
    larger role in shaping their own review.

    Emphasis should be placed on employees reporting their progress
    to date. You and your employees need to focus on indicators of whether goals
    will be exceeded or not met. If employees are on pace to exceed their goals,
    discuss with them how to maintain their current performance level. It is
    important for you to spend time on performance exceeding specified goal
    standards. Many times, leaders spend too much time on performance that is below
    a goal. If an employee is on pace to perform below a goal standard, work with
    your employees to determine the causes of poor performance, examine solutions,
    and agree on appropriate actions.  

    John Mattone is widely regarded as the world's leading authority
    on the Future Trends of Leadership Development & Talent Management. In
    2011, he was named by the prestigious Thinkers50 as one of the fastest rising
    stars in the field of leadership development.  http://www.johnmattonepartners.com/
    « 25 Coaching Questions to Create your 2013 Leadership Development Plan
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