Performance Management - from event to process

Many organizations are likely gearing up for the annual performance management / review / appraisal cycle.?And while Halloween has come and gone, the “fright night fear factor” many feel – both employees AND managers – will undoubtedly emerge.

In many organizations, removing the fear and enabling effective performance management starts with a paradigm shift in our approach with managers.

I think that starts with us redefining what the role of a manager really is and then truly enabling and supporting that role.?Borrowing from the military, I think we need to convey that the fundamental responsibility of a manager is to "provide air cover and ground support".?Air cover is that (strategic) above-ability to see what is coming and to do all they can to remove roadblocks and obstacles so their employees can be successful in getting where they need to go and doing what they need to do; ground support is ensuring they have the tools, information, feedback, etc. to be successful in that doing.

Far too often though, and especially as many organizations have streamlined the management function, we expect our managers to be "working" managers - meaning they continue doing 100% of the doing they were doing before they became a manager (a lot of "doing" there I concede ...) and the doing of managing and leading becomes an "extra" responsibility.?There is a reason you rarely (if ever?) see playing coaches on professional sports teams!

It is critical that we properly train and support managers with respect to what performance management (and appraisal) really is - and then provide them with the tools and create the culture that shifts the focus from an event (filling out the form) to a process (managing / leading / developing the employee for optimal performance and success).

At the end of it all, we listen to and are motivated by our favourite radio station – “WII-FM” (what’s in it for me).?We, as HR and business leaders, need to show senior management (and employees) this process is an investment with huge benefits and returns – not just a scary, futile “excessive time, energy and dollar drain” exercise.

Within this process, managers also need to leverage the training and support provided into meaningful action as it won't happen if they do not play their part (same goes for the employees as well!).?In this regard, I think there is a HUGE difference between "buy-in" and “commitment”.?They are?not?the same thing.?

Employees (and managers) who are committed and have, as they say, "skin in the game" are much more likely to take action and help ensure success and implementation.?On the other hand, a manager or employee who merely buys in may agree that it sounds good and it's a nice to have, but they could well be very passive and inadvertently contribute to failure.?In a way this tokenistic buy in is like saying, "sounds good - don't count on me to help you complete this journey but send me a postcard when you get there!”

The importance of commitment over buy-in is amplified when it comes to leadership.?I have long ago come to realize that you cannot build an organization different than its leadership.?In this light, if leaders do not step up, lean in, and bring these critical initiatives to life in what they say and do each and every day, they are doomed to failure. We need to make sure that leaders lead the way in conducting quality, timely, meaningful and relevant performance management processes and making sure they are getting all of theirs done!

Another consideration is that generally, we get what we reward - and, of course, there is its corollary, we don't get what we don't reward.?Very few organizations reward managers and/or employees for being actively involved and committing to performance review processes (and respectfully administering them fairly, constructively and without FEAR!).?Similarly, there are rarely negative consequences for not participating ... (or doing a horrific job of it!)

How might performance management change if one of the performance goals for managers was tied to them completing (in a comprehensive, thorough, timely, relevant and meaningful way) 100% of the performance management process for their direct reports and ensuring 100% completion for their entire chain of command?

Something to think about as the performance appraisal season arrives!