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Maturity Model |
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Page 2 of 2
At Stage 3, organizations have perfected the mechanics of their performance management processes with clear line of sight between goals up and down the organization. Senior leaders can see their strategies playing out in operational goals throughout the entire organization. The performance management team recognizes that the organization has mastered the “science” of performance management and is now focused on the “art” and finesse it takes to become great.
Stage 3 performance management processes are effectively integrated with other talent management processes enabling the organization to select, develop, reward and retain their best talent. Frequent training is provided to managers to hone their own skills for developing and coaching their employees to higher performance levels.
Stage 4 is the final step on the maturity curve and one that only a few organizations have even begun to think about how to achieve. At Stage 4, organizations have a true performance culture where the entire organization pursues a continuous path to higher performance. Performance management becomes less about the process and more about the desire of all employees to take the organization to its maximum performance level.
The organization can shift course at any point in time to confront competitive challenges or to drive growth in new markets or regions and direct an immediate shift in operational plans to meet a new set of objectives. Senior leaders can throttle up performance in specific areas as needed to meet targets. The ability to direct the talents of the organization within the performance management framework offers a new mechanism for measuring the value of talent and its overall return to the business. The overall process becomes a way to measure the organization’s ability to execute its strategy and objectives.
CUX research participants who had not yet implemented performance management – about 15 percent - were obviously at stage 0. The majority of those who had been practicing performance management for several years or even more than 10 years were still in Stage 1 or 2. A small handful of companies have recently moved into Stage 3. And only a few of those have ever thought about what it will take to get to Stage 4.
CUX believes that performance management will continue to increase in importance as organizations recognize its value in executing business strategies. Many organizations who are implementing their processes now are looking for ways to accelerate their movement through the maturity curve. That’s one reason why providers of performance management technology systems are reporting increased sales over previous years.
The sooner organizations get to Stage 4, the sooner they will ultimately realize the value of people as their most important asset. CUX research will continue to research and evaluate best practices in performance management and accelerators to move organizations up the performance management maturity curve to capitalize on the many benefits that are available at Stage 4.
One person has commented on this article. (1) PT. Telekomunikasi Indonesia
2007-12-04 02:15:03 Excellent article, since it provides clear direction how to improve our performance management system.
According to this article, our company is still in stage 1.5, still need a lot of improvement. Thanks
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