Nobody wants their performance managed

2 may 2017

At HRbuilders, we are committed to connecting great HR people, providing you with valuable curated content and helping you as an HR professional to stay ahead of the curve. It is also our mission to shake things up in the sector of Human Resources and to look into the new ways of working in gamechanging companies in Belgium and abroad.

In this week’s edition of #ConnectWithContent, it’s all about performance management. Better employee performance management is a well-known and ongoing priority for HR, especially as shortfalls of traditional performance management have become glaringly apparent for most of today’s organizations. In the last few years, there have been tons of stories about how companies are ditching performance management as we know it and replacing it with a variety of approaches. The new world of work demands a new paradigm for measuring and managing performance. There is no one-size-fits-all model for effective performance management. The explosion of communication channels and tools are shaking up organizations with new software platforms emerging. Enjoy our weekly edition with our favorite articles on Performance management.

5 ways of building a high performing team

When examining high-performance teams and their opposites, the author of this first article wondered what behaviours team leaders exhibit that create extraordinary teams? From a data set of more than 66,000 respondents, he asked team members to rate a series of leadership behaviours and to also rate their satisfaction, engagement and commitment. To understand specifically what led to high performance, he focused on a measure that evaluated the extent to which the team environment was a place where people would go the extra mile.

The author discovered strong, highly significant correlations and selected the top 15 behaviors associated with willingness to go the extra mile. Then he factor analyzed the results and discovered five key dimensions that were essential to these high-performance teams:

  1. Team leaders inspire more than they drive
  2. Team leaders resolve conflicts and increase cooperation addressing differences quickly and directly
  3. Team leaders set stretch goals creating a drive in the team to accomplish the impossible
  4. Team leaders communicate, communicate, communicate the vision and direction
  5. Team leaders are trusted and these three basic pillars build trust: relationships, knowledge & expertise and consistency.

Life is not good when you are in ‘the team from hell’. That experience can infect other parts of your life in a very negative way. Life is good on a high-performance team, and we all deserve to be a part of one!

Read the whole article here

Chronic mediocrity is a symptom of ineffective leadership (?)

The toughest test of a manager is not how they deal with poor performance — it’s how they address mediocrity.

  • What do you do when someone’s work is good but not great?
  • How many employees do you have whose performance isn’t bad enough for termination, but whom you’d pass on if you could get a do-over on hiring them?

Chronic mediocrity is a symptom of ineffective leadership, not anemic personnel

Mediocrity is not destiny. According tot he author of this article these four leadership practices lead to performance excellence.

#1 Show the consequences of mediocrity

Your first job as a leader is to ensure everyone is clear about what they are doing and why they are doing it. Mediocrity is typically evidence of disconnection between someone’s work and the consequences of their mediocrity.

Some tips:

  • Find ways to connect people with the experiences, feelings, and impact of good and bad performance.
  • Keep the human connection alive by telling stories that illustrate work well done or not.
  • Avoid impersonal/bureaucratic language when talking about performance.

#2 Use concrete measures as influence

Mediocrity often hides behind a fig leaf of absent, fuzzy, or excessive measures. In contrast, meaningful measures make poor performance painfully apparent.

#3 Establish peer accountability

Mediocrity is also often a sign of strong supervision:

#4 Speak up

High performance is a norm that needs to be defended regularly and vigilantly. There will inevitably be times you will be asked to make personal sacrifices to defend that norm. What you do in these moments is a sign to the team of your commitment to high performance — and, therefore, your worthiness to demand it of them. Here are three common moments:

  • There’s an elephant in the room. As a boss, it’s your job to address these, especially when no one else is. If a corporate initiative is an utter but un-discussable failure, your team will watch whether you have the integrity to point out the emperor’s lack of clothes.
  • Your boss is failing to keep commitments your team needs in order to get their work done. All eyes will be on you to see how you handle it.
  • A chronic poor performer is a clear impediment. How you handle this situation will let your team know whether your highest value is keeping the peace or pursuing your mission.

Read the whole article here

No one wants their performance managed!

Instead of getting feedback once a year, people want to improve their performance by collaborating with their manager and the teams they work with. Organizations and managers that truly embrace this style of work have more engaged employees and that impacts the whole organization. That means the employees stick around longer because they want to. It encourages innovation and productivity, which can contribute to increased revenue. And when employees are satisfied, your customers are happier, too.

Performance management is a collaboration

Ongoing performance management helps bring awareness to and remove barriers to getting things done. It’s about opening the lines of communication to help individuals and teams to be their best. It’s a collaborative effort to help individuals and teams so they can achieve their version of success.

No one wants their performance managed! What people do want, is to contribute in a meaningful way.

Read the whole article here

HRbuilders -Established in 2008 with HQ in Belgium - is active in HR Interim Management/ HR Consultancy assignments in Europe. Our niche as a matchmaker is 1. HR (only) 2. Temporary (only) and 3. Freelancers (only). No headhunting, no other HR services, we focus on what we are great at! We offer our clients peace of mind where-ever they might need a temporary HR support. In average our assignments are 1 year or longer.

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