How can you create a performance management system that reflects your company's unique culture?

In my experience, effective performance management systems do not only focus on KPIs and targets. Performance management systems should also focus on behavioral competencies that are aligned with your organization's culture and values. That way, as you are measuring outcomes and objectives, you are also ensuring that behaviors align with the values of the company. An additional benefit of this is that if you can establish a correlation between outcomes and specific behaviors, you are more likely to replicate these outcomes in other employees by aligning your learning initiatives to target them.

Após um longo trajeto de vivência e entendimento sobre cultura, vejo que a antropoliga organizacional é o meio de se entender esse assunto. Ela está para a Cultura da empresa assim como a Educa??o corporativa está para o Treinamento. é comum fazerem uma leitura de cultura organizacional como VIS?O, MISS?O, VALORES, eu no entando diria que isso é menos que a ponta do iceberg, me engajo em dizer, que nem mesmo um cubo de gelo dele. é preciso antes de tudo entender a real cultura da empresa, é necessário buscar nos corredores e nas conversas de café no meio do expediente qual a alma da empresa. Para que realmente se conhe?a a cultura de uma empresa é preciso entrar em seus por?es e calabou?os e ouvir de quem p?e os pés no ch?o a verdade.

My organisation is just me at the moment, but my last organisation comprised over 4000 people. I didn’t use a performance management system to embed a culture of support, empathy, care, personal and corporate ambition and grit. Instead I used human communication, visiting people at their work from top to bottom, trusting those who earned it to deliver.

I agree , to revise the performance management system it’s important to align it to values and culture system of the organization. Also it’s important to understand the engagement drivers of employees in the past so that we are aware what people are happy about . For example - if pride comes as one of the areas of higher engagement score .its important to talk about that more in your performance design as well

Determine what the organizational goals are and SIMPLIFY. Long verbose reviews don't do anything to help performance, only create anxiety or be rendered useless. Instead, simple short reviews that are done more frequently based on nimble short-term goals that feed into the long term goals of the organization and help push along the projects in place - PLUS allow employees most importantly to know how they're performing and keep them connected to their leaders.

Comece pelo PORQUE? Se a empresa n?o sabe o PORQUE ela faz o que faz, produz ou entrega nunca saberemos realmente qual seu objetivo e ent?o n?o conseguimos definir a sua cultura. é necessário sair do quadro na parede e olhar de maneira nua e crua para quem você é hoje como empresa e para onde quer ir. Empresas buscam lucro, querem crescimento, mas n?o podem esquecer isso passa e perpassa por quem compra o que ela oferece, e nossa cultura transpira pelos nossos poros, assim como a cultura de uma empresa transpira por que quem trabalha nela. Decide, olhe com olhar cuidadoso e n?o tenha medo de dizer n?o, nem de dizer errei e retomar, ai sim você come?ara a definir uma cultura, e n?o uma cultura qualquer, mas uma de crescimento.

When defining your company values, start with your company's unique purpose. You values should include specific behaviors that are needed to bring your purpose to life. And those values should be relatively unique to your company. Too often, I see company values that look like they could belong to any company.

Core Behaviors are essential. A Core Behavior is an observable, measurable and teach attribute of your company’s desired culture. An example would be a Core Value of “Innovation.” If this is an essential part of your company’s culture — including its history and competitive advantage — you must create a culture that encourages ideas and experimentation. Examples of Core Behaviors for Innovation are: “You challenge the status quo, helping avoid the trap of ‘we’ve always done it that way.’” “You constantly look for ways to improve our processes, systems, and products.” The key to implementing this successfully is creating a system to consistently assess each team members actions on a missed/met criteria.

Defining a culture is important, but you have to live a culture to change it or sustain it. That has a lot to do with people you have hired, in particular at the leadership level. Values based culture building is genuine to the people in the organization. Values based vs ego-based drivers of an organization will allow for each individual to come to work authentically, their best self. When people are allowed to come to work authentically, open communication, trust and innovation, among other things, flourish. That will allow for a more efficient workplace, therefore raising the bar on operations and value served to the customer.

It is important that Stakeholders from CEO to Executive Team members are actively involved in the design of the culture. The more involvement the greater the buy in and the priority placed on pushing the culture and keeping it alive.

Culture is the sum total of workplace behaviors, and workplace behaviors are a function of the incentive system. A well-designed performance management system will reward the desired behaviors and punish those that are counter-cultural. For that to happen, it is important to rate performance and behaviors separately and have clarity on the consequences for high and low behavior scores. Without consequence-based accountability hardwired into the PMS, any culture change is unlikely to stick.

Passo a Passo, gr?o a gr?o! Você descobriu a verdadeira cultura, decidiu pra onde quer ir, agora é hora de saber onde colocar cada participante. Se o trem vai para este lado, você precisa ter no comando alguém que vire para este lado, ent?o você tem que dar para essa pessoa um navegador, e um especialista nos equipamentos e outro na estrutura, enfim, o sistema todo precisa ser reajustado, todos os lugares marcados e as pessoas certas colocados nestes lugares, vamos falar sobre densidade de talentos??? Eis o pulo do gato, a sua gest?o de desempenho é o primeiro passo, para entender quais os talentos que já est?o dentro de casa, e a pedra fundamental desta gest?o se chama "CLAREZA"... de ideias, de rumos, comunica??o clara e eficiente.

Here's what I find effective as the overarching strategies: 1. Alignment with Vision and Values: Ensure your system resonates with your company's core beliefs. If innovation is a core value, reward risk-taking and creativity. 2. Feedback Culture: Encourage continuous feedback, not just annual reviews. If your culture thrives on open communication, implement regular check-ins. 3. Employee-Centric Approach: Understand the aspirations and needs of your team. If personal growth is a cultural pillar, offer tailored development plans. 4. Flexibility: Recognize that roles, goals, and challenges evolve. If adaptability defines your culture, ensure your system can evolve too.

The easiest yet most effective way to align performance management with your own unique culture is to ensure you're measuring "The How" in addition to "The What" that you already measure. "The What" is what I do in the technical and functional parts of my job, while "The How" is how well I live and embody our unique culture. How this ensures alignment to your unique culture is by using your Core Values in your assessment of "The How". If a core value is Innovation, how well did I innovate this period? Teamwork? How well do I support others and contribute to their success? Core value of Integrity? Am I someone who is trusted and keeps his word? Using Core Values to measure "The How" perfectly aligns performance management to your culture.

Culture is defined and emulated from the top. If you don't have a feedback process or tool that hold managers/execs accountable, start there. Managers/Execs are often the first to exempt themselves from an expectation or norm. Without a way to hold managers/execs accountable, you run the risk of favoritism when assessing culture downward.

Assim como finalizei o passo 3 ai está! Para mim n?o a etapa final, mas a inicial, o primeiro passo, é dizer para onde, porque, como e em que ritmo. Poucos os profissionais que ir?o se engajar nessa jornada sem saber nada, sem entender nada, aqueles que o fizerem n?o custará muito a perguntarem, ou pularem do barco. A clareza é que vai manter seus talentos dentro de casa, sem hipocresias, todo mundo sabe que uma empresa vive de lucros, que quem fundo a empresa espera ter ganhos com ela, quem lidera a empresa precisa, até mesmo por quest?es pessoais, fazer com que ela dê certo. Ok, isso n?o é um problema, aliás, sim, isso é um problema, e aqui está a beleza mais profunda disso, nós somos apaixonados por resolver problemas e isso é real.

One thing I have found helpful is being able to get everyone to identify with our Core Values with the simple acronym IDEALS (Integrity, Diversity, Excellence, Accountability, Leadership, Synergy). With that in the mind of everyone, our workforce are able to work hamonously with the aim of achieving same goal and objective.

Communicate through the people who will be most impacted by creating a Performance Champion Group. They will translate corporate communications into actions and practical tools to be used for their performance assessment process. Communicate, Train your managers, and allow for real life situations to be shared and discussed. be transparent about the limitations of an individual performance management system.

In my experience, basing your performance evaluation criteria on your company’s core values is an effective way to reinforce desired behavior and drive company culture.

??? Roll out the system with extensive communication and training. Ensure employees understand "what's in it for them." Monitor regularly and solicit feedback to refine the system and support adoption.

One of the biggest mistakes an organization can make is thinking that shared values are a nice to have rather than an all-important necessity. The truth is that shared values are vital to helping employees find purpose at work and improving employee well-being, motivation, retention, and performance. There is nothing more disparaging for employees than having a leader or co-worker that demonstrates behaviors that do not align with the values, and no one seems to care. Organizations set values that define “how” employees should do their work. An employee's goals should align with company values. Both leaders and employees should clearly understand that demonstrating the organization's values is equally important as completing tasks.

Gostaria de retomar com vocês a quest?o da cultura, de quanto é importante conhecer a cultura. Mas repito, a cultura real, a verdade dos "guetos" que existem dentro da sua organiza??o, os grupinhos, panelinhas e como eles funcionam, como eles agem, o que desejam. Uma empresa tem muitas culturas diferentes dentro dela, é necessário entender quais est?o se apoderando das outras, e quais est?o se fortalecendo, a antropologia corporativa é um rio infindável de fonte de informa??o que pode desvendar essa base dos mistérios. Ter "DIVERSIDADE" nos valores enquanto o CEO diz para o pessoal do endomarketing, "n?o vamos falar muito sobre os gays, eu n?o saberia o que dizer para os nos colaboradores héteros!" n?o faz sentido.

Companies should ensure the employees are clear about the organization's long term goals/vision, and the short term goals/vision as well, to add to that, clear plan/path to achieve the long term goals. Many a times, the employees in senior roles have a good clarity, but the same isnt percolating to the people below them.

Introduce the "Sass-o-Meter" for feedback. The higher the sass level, the better. It's not about improvement; it's about survival of the wittiest. Instead of KPIs, have WPIs (Weirdness Performance Indicators). Did someone break the office record for most paperclip sculptures? Promote them to Chief Stationery Artist.

Performance management is never about the system. Its about people. Only and ever about people and how they interact with each other. Up, down sideways, crosswise, with customers, with suppliers, with regulators, with stakeholders. Good leaders and competent managers ensure their teams are aligned, competent, capable, resourced, and supported. Once that happens all I need to ask occasionally is "who is ready for more" and "who can I help". But we cant trust our managers to do this, and so we need a system that forces them. Get your culture right, and you can do performance management on the back of an envelope.