Overview of the performance management process for managers
In my previous post, I wondered how many managers were aware of the performance management process, a systematic way to address poorly performing employees. My conclusion: not many. One reason is that performance management is often hidden beneath a larger framework that involves setting goals, doing performance reviews, and the like. Dealing with performance problems gets lost in this.
In doing a Google search for “Performance Management”, I get results for the larger concept of managing performance of a workforce, which aspires holistically to improve how at the organizational level using goals, and career development as a starting point. It is also associated with the “Performance Review” process (which suffices for some organizations as the only venue to “performance manage” their employees).
These aspirations for holistic performance management of an entire workforce are admirable, and is an important thrust of this blog. But if you have a problematic employee, you need to deal with the situation now. If all you see when you look up “performance management” is how it is important to develop employees and establish goals, it’s easy to miss that this is the process you use to correct and remove toxic behaviors on your team. No wonder it’s such a secret!
“Performance Management” is advertised as an organizational solution (“OK everyone, let’s write goals by the end of the month!”), but it is a very practical individual solution. For those management designers out there—consider getting your managers on board with the performance management process by starting with dealing with for low performers first, and then add style points (goals, development) later in developing your performance management process.
So, without further ado, here is the high level “Performance Management” process for those individuals who are causing problems in your org. Read more
The Performance Management Process: Were You Aware of It?
In John Hodgman’s humorous book, “The Areas of My Expertise
I would like to add an entry: “There is a way for managers to systematically deal with poorly performing and poorly behaving employees – WERE YOU AWARE OF IT?”
It’s true! It’s called the Performance Management Process. Read more
“Thanks for your Hard Work” vs. “Thanks for your Good Work”
A popular thing for a manger to say—often in a team setting— is “Thanks for your hard work!” A popular addition is, “Thanks for your hard work and long hours.” Have you ever heard this? If you are a manager, have you ever said this?
The context is usually at the end of a project, after a release, or perhaps a budget review cycle. The managers says, “We put in a lot of long hours, and hard work. Thanks to all those who toiled to get this done!”
Hard work should definitely be appreciated, as it did, indeed get the work done. But is it worthy of praise? And in a team setting? I don’t think so. Read more
Performance Feedback: Don’t Just Say “Bad Job”
In a previous post, I describe how it is important to provide some more details about what was good when you tell an employee “good job.” In this post, we look at the other side, “Bad job.”
When you want to say something like “Bad job” to your employee, you are actually striving to change behavior of the recipient of the performance feedback. On top of that, you have to get closer to the facts regarding what the person did. You aren’t allowed to say, “Bad job” (or “You really screwed up”)—this won’t change behavior for the better, but will serve to make the employee despise you. Instead of saying “Bad job,” start again with the event that happened to warranted the urge to say, “Bad job”. In essence, you’re starting a dialogue before rushing to “bad job”:
Manager: “I got that email from a customer that says that you haven’t provided an update on the delivery time frames. Can you explain to me what’s going on?”
Performance Feedback: Don’t Just Say “Good Job”
If you are a people manager, you should be familiar with the concept of performance feedback. If you are not familiar with this topic, or are not actively providing it to people on your team, then read this blog. You need to start providing performance feedback, because it is a key skill employed by great managers, and will be a frequent tool in solving behavior and performance problems.
Performance Feedback is the act of discussing with your team members whether they are performing according to expectations, and what they should do differently or keep doing. It is typically given individually, but can be done as a team, as long as the feedback is on the level of the team, not the individual. Consider that an advanced skill. Let’s look at individual performance feedback for now:
When giving performance feedback, focus on what, specifically, the team member did, whether it met the standard of performance you were expecting, and what the team member should do differently or continue doing. Here’s an example of poor performance feedback:
Manager: “You did a great job.”
While this is a good example of positive reinforcement, this is a bad example of performance feedback. Read more
