Your overall happiness, satisfaction, and productivity should improve, as you get more familiar—and presumably comfortable—with your organization and colleagues, right?
Wrong. A study of over 1.2 million employees found that most were quite enthusiastic when they joined their new company, but morale sharply declined within six months and continued to downwardly spiral for years thereafter.
If you want change to get traction in your organization—at any level, you can't afford to let your new or retained team members be part of this statistical norm. This is where performance management plays a key role.
Performance management is the primary tool for strategy deployment. It's a strong force on an organization's culture. It reinforces the organization's values. It tells people at a detailed and personal level what matters. It galvanizes them to initial action and commits them to certain ongoing behaviors. Most importantly, it reveals how serious management is about achieving its business objectives—communicating to all employees and stakeholders that change and progress are required.
Your ability to plan and manage performance is absolutely critical for your organization's success.
Your ability to plan and manage performance is absolutely critical for your organization's success.
At the beginning of the performance cycle, you should reach a clear understanding with each of your team members of the desired outcomes and developmental objectives that should be accomplished and how these targeted contributions are connected to and aligned with the organization's goals. Here are a few helpful guidelines:
While employees should assume responsibility for their career management, managers should foster an environment that encourages and allows for individual growth development as mutual benefits may be so derived. And, while economics may not allow for across-the-board formal investment through ongoing training and education, special, if not exceptional, care and nurture should be provided to those who will ultimately bear the responsibility for identifying and executing the future charter of the organization.
Managers should foster an environment that encourages and allows for individual growth development.
See Appendix G, "Types of Organizational Learning," on the book's web site for some developmental areas that you may draw goals from.
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