A workshop on Performance Management was delivered at Deccan Plaza on 22nd January 2010 on behalf of Madras Management Association. This experiential learning event was attended by senior managers from different industries.
If at all Performance Management is something that need to be fixed ‘still’ in many of the organizations, it is only because of the angle in which we look at them. In most cases, the view we have begins from the score-cards and illuminating dashboards flashing green and red on the screen, the various metrics that we use and the various charts and graphics that we post on the corridors and staff canteens. When we walk backward from these metrics and graphics, our focus turns to ‘implement’ the Performance Management rather than ‘manage’ performance.
Implementing Performance Management is something different than ‘managing’ performance.
‘Implementing’ only requires rules and guidelines sent along with memo’s and emails and lectures and seminars and training. “Managing” performance is to live the performance management components, and by that what I mean is to make the competencies – the indicators and contra-indicators – your conversational language in your operation briefings, meetings, and your discussions.
Performance Management can only be successful when our day – to – day activities are bridged with the core competencies of our system. For example, how many of our managers links a team members performance of previous day to one of the competencies and highlight it in their meeting (ex.: David, I understand you worked hard till late night yesterday to fix that problem with the customer and that is indeed remarkable; that’s what “drive for result” is – that being one of the competency of the organization!) Discussions like these and plucking a piece of live examples as these will have no match to those case studies and metaphors you bring through the mouths of consultants who designed your competencies.
Performance Management is a daily thingy. Period. How many of our CEOs and Managing Directors are concerned of Performance Management as concerned they are when the financial performance indicators shows a drop? Performance Management process are more or less a ‘tick-box’ event for many middle managers, or a ‘procedure’ that lead to the tabulation of salary increment etc., whereas this has to come to that level – in par – with the concern the management will demonstrate when the financial performance is down, because the driving force behind that financial performance are the people, and Performance Management is about People Management.
Performance Management need to be brought to its basic levels and intentions; that is, regardless of the size of the organization, it is about a team leader managing his or her ten or odd staff, and similarly many more team leaders managing their ten or odd staff, and therefore the entire organization managing their staff in a uniform format.
Everything else is to me caviar on the bread: a luxury that we can live without.
Shahir
If at all Performance Management is something that need to be fixed ‘still’ in many of the organizations, it is only because of the angle in which we look at them. In most cases, the view we have begins from the score-cards and illuminating dashboards flashing green and red on the screen, the various metrics that we use and the various charts and graphics that we post on the corridors and staff canteens. When we walk backward from these metrics and graphics, our focus turns to ‘implement’ the Performance Management rather than ‘manage’ performance.
Implementing Performance Management is something different than ‘managing’ performance.
‘Implementing’ only requires rules and guidelines sent along with memo’s and emails and lectures and seminars and training. “Managing” performance is to live the performance management components, and by that what I mean is to make the competencies – the indicators and contra-indicators – your conversational language in your operation briefings, meetings, and your discussions.
Performance Management can only be successful when our day – to – day activities are bridged with the core competencies of our system. For example, how many of our managers links a team members performance of previous day to one of the competencies and highlight it in their meeting (ex.: David, I understand you worked hard till late night yesterday to fix that problem with the customer and that is indeed remarkable; that’s what “drive for result” is – that being one of the competency of the organization!) Discussions like these and plucking a piece of live examples as these will have no match to those case studies and metaphors you bring through the mouths of consultants who designed your competencies.
Performance Management is a daily thingy. Period. How many of our CEOs and Managing Directors are concerned of Performance Management as concerned they are when the financial performance indicators shows a drop? Performance Management process are more or less a ‘tick-box’ event for many middle managers, or a ‘procedure’ that lead to the tabulation of salary increment etc., whereas this has to come to that level – in par – with the concern the management will demonstrate when the financial performance is down, because the driving force behind that financial performance are the people, and Performance Management is about People Management.
Performance Management need to be brought to its basic levels and intentions; that is, regardless of the size of the organization, it is about a team leader managing his or her ten or odd staff, and similarly many more team leaders managing their ten or odd staff, and therefore the entire organization managing their staff in a uniform format.
Everything else is to me caviar on the bread: a luxury that we can live without.
Shahir
