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Executive Summary |
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Page 2 of 3
The Performance Management Process
The qualitative interviews presented a very consistent picture of the process - at the macro level. The steps in most performance management initiatives still rely on the following process framework:
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The Business writes a strategic plan and sets objectives Business units, departments, teams and individuals inherit and write performance goals to support the company strategy
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Managers conduct face-to-face dialogs with team members to assist in the goal-writing process and to provide feedback and coaching or counseling throughout the performance period
Individuals work with managers to create individual development plans (Individual Development Plan) to map goal-related development needs or to target gaps revealed through competency assessments A final rating process takes place at the end of the performance cycle to evaluate individual - and sometimes team - performance, and results feed systems for compensations, rewards and succession planning Managers provide career coaching to set the direction for the following year's goal setting process
The CUX study showed that while performance management processes have similarities at a macro level, the details of those processes are as different as the organizations that manage them. This is one reason why technology can't easily automate the processes out of the box and most organizations are applying significant customizations to their performance management systems.
Insights
The survey and in-depth interviews led CUX to the following insights about the current state of this critical practice, and about what needs to happen for companies to gain maximum benefit from performance management.
Culture - Culture plays a significant role in managing performance. The leadership team must be the champions for performance management and the culture must be one where achievement is rewarded, and non-performance has consequences. CEOs often drive the adoption of a single enterprise-wide approach to performance management. In companies where this is true, CEOs attribute improved business performance results to the effective implementation of consistent performance management techniques.
Coaching - Managers must inspire, coach, listen, and develop employees. Good coaching is a blend of art and science. Many organizations believe they have mastered the mechanics of performance management and are now focused on strengthening the quality of the interactions and dialogues that take place between managers and employees to improve the outcome and impact of the performance process.
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