The Many Faces of Performance Management – By Julie Gordon
I’m really pleased to introduce a guest post from Julie Gordon. I have known and worked with Julie for a number of years. Julie was my tutor and mentor when I was taking my PAC qualification with CIPD. I was and am still grateful for her help and support during that time. Many times I wanted to give it all up (it was hard work!) and in her calm and positive way she managed to persuade me not to do so. Julie’s experience in HR is vast and with her team at cHRysos, is committed to making the learning experience for students an enjoyable and productive one. You can learn more about Julie below.
Reviewing performance and the performance management process takes on many shapes and forms in different organisations.
I had a look at what the Management Study Guide http://www.managementstudyguide.com/performance-management.htm and Armstrong and Baron say about performance management and some of the key points they make are:
- It’s a strategic and integrated approach to delivering results by improving the performance and capability of teams and individuals;
- It should include a focus on performance improvement, development and managing behaviour;
- It’s part of an on-going communication process;
- Continuous and cyclical in nature.
- It establishes a platform for rewarding excellence.
That seems to make sense to me and is the kind of structure we are familiar with in the world of performance management.
A couple of points I hadn’t necessarily thought of though, are some of the activities identified as being part of the performance management system, such as:
- Making sure we have a robust selection process in place – if we select the right person for the role in the first place, there is a greater chance of high level performance.
- Carrying out exit interviews – for example, if we identify the cause of someone leaving as a performance issue with a manager, team or individual we can address this within the performance management process.
I think, as MSG suggest, that performance management should be a proactive process, but it often seems that this isn’t the case in organisations because they don’t see performance management as anything wider than the appraisal system.
These are worth a read:
http://www.cipd.co.uk/hr-resources/factsheets/performance-management-overview.aspx
http://www.acas.org.uk/index.aspx?articleid=2927
cHRysos HR Solutions Ltd. offer professional qualifications in HR, Management and Leadership and Coaching and Mentoring as well as providing a HR and Business Consultancy Service. Find out more at www.chrysos.org.uk
[message type="custom" width="100%" start_color="#FFFCB5" end_color="#F4CBCB" border="#BBBBBB" color="#333333"]Julie Gordon heads up the team at cHRysos HR Solutions, an organisation specialising in the delivery of HR and Leadership-related training, professional qualifications, as well as HR and business consultancy services. With over 20 years’ experience in learning and development within the private and public sector, Julie’s key strengths are now in the management of the learning and development process and in work-based learning. As well as working in industry, Julie has held various academic teaching posts and has published journal papers in the field of learning and development[/message]
This great article is from the People Discovery blog, associated with The e.MILE People Development Magazine: the Magazine is currently running a series for the 6 months April to September 2014 based on the challenges identified by The Centre For Creative Leaderships report 2013 Don't Miss Out! Sign up here to be notified of our subsequent issues and posts
