What are the best PM resources to identify and address performance gaps?

Adopting SMART objectives is very smart way to set the organizational objectives. SMART indicates to these meanings: Specific, write a specific objectives that tackle certain programs, tactics or initiaves. Measurable, write objectives that could be measured through the performance periodic review. Attainable, set objectives that could be achieved through applying the company policies and procedures. Realistic, write objectives that are realistic to achieve. Time-bound, set an objective that can be measured on timely basis.

Identification of goals with clear path to achieve those is the best way to manage performance. Once one has completed the above activity taking calculated risks is the next step.

Coming at this from a slightly different perspective and one that usually gets a yawn. Before you can set goals it behooves the 'supervisor' to ensure the person who is expected to perform has all the relevant skills and time to deliver. The biggest issue I have seen with PM is an unrealistic expectation based on the level of competency. Not every person who is doing a job knows how and what to do so before setting SMART goals set the SEK (Skills, Experience and Knowledge).

To identify and address performance gaps effectively, consider resources like performance reviews, goal-setting frameworks, and feedback systems. Tools such as 360-degree feedback surveys and performance management software can also be valuable for comprehensive insights. Additionally, fostering open communication and regular check-ins with team members can aid in understanding and addressing performance issues.

One thing I found very useful to have an effective performance management is to differentiate between Performance Appraisal and Potential Appraisal. While pay of performance would underly the specific KRA related targets that were to be met potential appraisal paves way for progressive leadership roles to emerge. This will then lead to effective career development of an individual.

The mistake I see most 'supervisors' make is they feel feedback is a one way exchange. Asking for feedback on how the communication is to them and create an environment where they feel they are able to be honest with how they are feeling. There is one piece of software that I think we have ignored or at least tried to replace and it's the thing that sits between our ears and drive the output called speech. I'm all for software to provide feedback on process, but nothing beats the one-on-one exchange. AI can not replace the brain, not yet at least, yet mankind is abandoning the very tool that has made us what we are today.

Feedback loops are helpful here: if you are providing feedback to your employee, use that feedback to illustrate a gap or win later, when that same behavior comes up again. Also, and very importantly, feedback goes both ways. If you are struggling with coaching or your employee's performance ask "what can I do as your supervisor in order to support your success/improvement/growth"? Allow them time to consider and get back to you, especially if you are remote. It can take folks time to process and opening up a door they can walk through later will allow them to feel more supported. You may also find you have to reference back to their JD or position's objectives: they may be focused on a secondary part of their job and need your support in-

In my experience, ongoing conversations have proven crucial in assessing progress, providing necessary guidance, and acknowledging the positive changes that follow feedback. Ongoing dialogues are vital in cultivating an atmosphere that nurtures mutual understanding and supports personal growth.

Delivering performance feedback is an essential element at any successful PMS. You should ensuring preserving the employees' rights to receive a periodic feedback on their performance through the approved performance review cycle.

For any performance management to realize its goals; 1. You must properly align roles with rightfully qualified personalities. Every employee/player must be able to understand company vission, strategic goals. 2. You must make sure there is no role gaps that may compromise success. 3. Every player must acquint themselves intended action plans.

I draw a distinction between Coaching and Mentoring. A coach does very little talking. Their sole purpose is to help the individual solve their problem by not giving them the answer. One of the hardest things to do. particularly as a Manager, because you are expected to know the answer. However as a Coach it's exactly the opposite. Help them uncover the answer they already know, but can't see by asking pointed questions and NO answers. Compare this to Mentoring where the Mentor shares their experiences with the Mentee so they can have a sense of what worked for the Mentor and may work for the Mentee. There are however nuances that differ and therefore the result may not be the same. Lots of telling once the problem is known.

A relevant coaching shall be associated with the periodic performance review cycle. This may be helpful in drawing the right development plan for employees.

The challenge lies in dedicating time for coaching sessions. It's crucial to uphold a strong commitment to the set coaching schedule, ensuring consistency without any missed sessions. This commitment is essential for the effectiveness of the coaching process and the overall development of individuals involved.

One of the cornerstones of any successful PMS is the effective rewarding system that built upon the outcome of the periodic performance review. This would support the company mission to have engaged employees and raise their morale.

Having spent 10 years designing remuneration strategies for large corporates, I would say to have individual financial rewards that only apply to an individual based on their performance is fraught with danger. It creates an 'internal inequity' between employees. A fairer strategy is to have a 'teams' contribution as the measure of success and therefore reward. It's not perfect either but at least there is an equity built in. There is however no reason not to compliment an individual on their performance with a publicly stated 'good job' or a privately hand written 'thank you for your effort'. I understand that gamification is all the rage but if it's not designed intelligently it can degrade into an elbows out competition.

HR polices and procedures should be evaluated on timely basis to ensure a healthy workplace culture. PMS process may be evaluated through different ways such as: - Sending surveys and gather the outcomes and use it to enhance the current system. - Conducting employees' focus groups and gather their feedback on the current PMS cycle / process. - Receiving Line managers and Head of departments feedback. - Adopting the proactive methodology to benchmark your current cycle or process with the other companies.

Having the right Management Information Systems (MIS) is essential to understanding how performance is tracking. The objective is in the title "Performance". Throughout a period there is always times when things improve and decline. It's never always in a positive direction. The MIS is the canary in the mine. The lagging indicators that show you the trends in an individual, team and organizational framework. It then allows you to tweak the performance program and rinse and repeat. If the trend is positive it means that the strategy is right.

Think of evaluating and improving your PM process as fine-tuning a high-performance engine. It's not just about assessing effectiveness and efficiency but gauging the satisfaction and engagement of your team, the driving force behind successful projects. Evaluation uncovers the gears that work smoothly and those that might need oiling. Utilizing tools like evaluation software and analytics isn't just about data; it's about gaining insights to optimize your process. It's not just an analysis; it's a strategic overhaul that ensures your PM process is not just a system but a dynamic force aligned with organizational strategy, consistently driving success

Utilizing top-notch PM resources is like having a well-equipped toolkit for success. From setting clear SMART goals to providing constructive feedback, these resources are the gears that drive enhanced performance, productivity, and satisfaction among your team. It's not just about managing; it's about creating an environment where everyone excels, ultimately steering the ship of success for the entire organization.

Leverage key Performance Management (PM) resources like goal-setting frameworks, performance metrics, and employee feedback systems. Use tools such as performance reviews, 360-degree feedback, and peer evaluations to identify gaps. Implement regular check-ins and one-on-one discussions for ongoing assessment. Utilize data analytics for insights into individual and team performance trends. Training and development programs can address skill gaps. Additionally, seek external resources like industry benchmarks and best practices. Continuous communication and feedback channels are crucial for addressing gaps promptly. These resources collectively empower organizations to proactively manage and enhance overall performance.

Using hearsay, or anecdotal evidence can ruin the PM. If a concern is raised then use the opportunity to monitor, attend a class, spend some time with them, working side by side on more than one occasion. I have found this to be so helpful in gaining an understanding of the lived experience rather than the perspective of a third party.