Performance Management is so yesterday
Think about it. Even the words "performance management" are kind of off putting. Begging the question "Who are you to manage my performance?". I have always disliked the performance management process. I say this, even though as an HR professional early in my career, I helped put in place many performance management systems.
For a great discussion on what is wrong with performance management, click on this article from the Wall Street Journal by Culbert. He says performance management today not only does not increase accountability, it saps motivation. Accountability works best when it comes from within. The vast majority of people want to succeed at what they do. Performance discussions should help people do just that.
Since Culbert has done such a good job of explaining what is wrong with performance management, I will focus instead on what to replace it with. Here are my suggestions:
First let's change the name. How about Coaching and Development Discussions?
Second, eliminate all regularly scheduled reviews (mid year, year end) and replace them with Coaching and Development Discussions. These discussions should happen every two to four weeks depending on the situation. A new staff member or new job usually drives more frequency, for example. A very qualified senior professional should still have a coaching and development discussion once per month (even if it is short).
Third, make coaching and development discussions joint problem solving events. You do this by suspending all judgement and asking lots of questions. Each party is equal in the discussion and the objective of the discussion is to help each person continually improve while moving the organization's (or team's) objectives forward. My coaching experience has taught me that people are rarely the sole cause of any difficulties or successes that they have.
Fourth, drop the level of the conversation to a peer-to-peer discussion. Each party in the discussion is equal even if one is the "boss". Both should feel powerful. Both should be able to be open and be free to challenge.
Fifth, eliminate cumbersome forms and documentation. Phewww... I am sure everyone will miss this part of "performance management". Trust people to manage their own performance discussions and make all documentation "discussion notes". Discussion notes are there to be helpful to both parties and to keep track of discussions and ensure understanding. Put discussion notes on-line and make them accessible to both parties.
Finally, eliminate all rating systems. It is just wrong to give an adult a grade. At best, it is demotivating for the majority of people (all those people who get the middle - "you are good but average grade" and certainly those who "need improvement") and at worst it is wildly inaccurate.
I know the next big question on this "Then how do I know what to pay people?". Well I have several thoughts on that that I will put in my next blog.- - - - -
Sandra Oliver - November 04, 2008
Filed under:
career management,
coaching,
leadership,
greatness,
motivation,
teams,
workplace,
new leaders,
feedback,
goals
Sandra Oliver
Sandra Oliver Sandra Oliver is a leadership coach and consultant with more than 17 years experience in Corporate HR leadership roles. Her expertise includes change management and succession planning. Sandra is the founder of IMPACT Consulting Inc.
