Creating Culture of Accountability, Performance and Coaching – Lean Performance Management

If you experience ONE talk-show that is very scary and beat the shit out of everyone, right from the CEO of an organization that will fresh-graduate Trainee is – Performance Management Talks. The key reason why people are so scared to discuss their performance? There can be many and varied reasons and few of them are –

Format – Efficiency is considered as an event which is organized once in a year or so or at the best once in every SIX months. However , simple fact remains that Performance Management is a continuous process.
Terrible alignment of performance scores and merit increase : No matter how much an individual score in his performance assessment, it is actually his reporting manager who decides his merit boost percentage and usually there is no correlation between the two. Hence, workforce don’t believe in the process.
Incompetent and untrained Assessors/Managers – Lots of managers do not consider performance management as one of the key regarding their role. They believe it to be a job of HR. Perhaps they don’t want to spoil their relationship with their team members. Operators are usually biased in their approach towards assessment of affiliates. They want to keep everyone happy.
Poorly defined KRA’s and also KPI’s (What needs to be measured and how it will be measured) rapid In many organizations, performance goals don’t seem to have any connection with organizational goals. They work in silos. They don’t currently have defined success criteria’s of their goal. There is no clarity in what need to be done and when the task will be labeled as “successfully completed”.
Poor communication between assessor and assessee – Connecting regarding the change in goal or change in success criteria infrequently gets communicated to employees. They are up for a surprise when told about these changes in the final review meeting. This leads to annoyance and frustration and as a result, leads to unhappy, disengaged employees.
Just what exactly gets measured gets managed. And what gets managed may get improved upon. What organizations should do to overcome these complications and fears of employees and can do to create a culture with performance?

1) The Role of a manager is to afford – It is one thing to roll-up your sleeves and find to work and it is another thing to do what you are hired for. Your team member is promoted to the position of Team Boss to guide the team, manage the team and show the direction. If perhaps he will continue to contribute as a team member then he is not executing his work properly. As a team manager, it is his burden to manage his resources, communications, customers, performances of the party and deliver within specified timeline. Performance Management and gratification Coaching must be one of the key competencies for an individual to generally be hired to or promoted to the level of manager. “Don’t promote your subject-matter expert as Manager. An efficient along with effective manager need not be subject-matter expert”. “Performance Control or Resource Management is not my work” is an pretext.

2) Aligning KRA’s and KPI’s of an individual by using organizational goals – Every organization carve annual aims and growth targets for itself. Every employee in a organization must contribute towards those goals and spots. Every goal has defined success criteria; hence, any goal or target is measurable. Every employee in the organization contributes towards the goals of his department or perhaps team, which in turn inches organization closer to its goals. With an individual to win his team must win fantastic organization must achieve its targets. Its collective acquire and collective failure. Someone said, “But I did my favorite job properly”. Unfortunately, your contribution was not sufficient or maybe good enough for the organization to achieve its goals. One dilemma an employee must always ask himself, “how better I can contribute” or “what else I can do”.

3) Aligning Functionality Assessment scores with Merit Increase Percentage – “I have scored 85/100 in my annual performance assessment. One other team member scored 75/100. I am awarded 10% increase in excess of my existing salary and he has been awarded 18% enhance over his existing salary, how”? Usually, managers shouldn’t answer these types of questions or they put the blame on the control team of organization and thereby creating an impression, “if you want to give increments as per your whims and choices then why you did this drama of appraisals, you can have given us increment without assessing us”. There has to be a direct and clear correlation between assessment scores and caliber increase percentage. This correlation can be drawn at score level or functional level based on the business model of financial institution and its compensation philosophy.