A well executed performance management system can deliver tremendous results. We’ve seen it deliver hundreds of millions of dollars in value in months. Today it has become an important tool in building an organizational culture of choice, and delivering great results.
What we’ve also witnessed is that it’s not very common to have a good “road map” when embarking on setting up or executing a performance management system. This series of three white papers is written as a guide to help you avoid common mistakes and address critical steps in dealing with the people, process and technology side of performance management.
This white paper series addresses belief systems and expectations about how people will respond to the introduction of a performance management software system. Each guideline is described in terms of a myth (inaccurate belief system that will get you into trouble) and reality. The expectation is that by helping you adopt an accurate perspective, it will guide the rest of your approach, expectations and approach towards a successful outcome. Let’s get started:
1. Understand that performance management is really a nice term for the reality of a gritty, unending push for high performance. Think about it, no one spends money on performance management with the goal of reaching mediocre performance. For the rest of this white paper, translate the word performance management into the climb, the drive, the engagement and negotiation through resistance in pursuit of improved performance.
For some the thought of creating higher performance looks like a palm-sweating battle. It can certainly have that at times. It also has times where you get a tremendous sense of accomplishment and relief as obstacles are removed. Inevitably it has both a push and pull component. Let me explain.
You generate a pull that draws people to higher performance when you remove their discomforting obstacles and clearly identify what’s in it for them. You generate a push when you enroll one or more people to lend their support, the power of their position, and ultimately their insistence with others when being tested, that “Yes, we are going to use the new processes and tools required to achieve a higher level of performance.”
Myth: Performance Management is an easy-to-apply improvement process.
Reality: Performance Management is a gritty push for people to perform higher than they have previously to date.
This is part one of a three part series addressing the People, Process and Technology aspects of performance management. You can find the other issues at…
http://www.managepro.com/resources.white.papers.html.
The author of this series, Rodney Brim, is CEO of Performance Solutions Technology (PST). PST develops and assists organizations in deploying performance management software solutions, and presents these guidelines based upon our work with 1,000’s of companies to help ensure your success and avoid common myths in the pursuit of performance management. Performance Solutions Technology is found on the web at http://www.PerformanceSolutionsTech.com
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