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Performance Management Transitions: What's the best way to move to a performance mgmt environment?
Change Management Quiz : What steps would you implement to move a work environment from being a reactive mission based environment to being a forward-looking goals based performance management environment? Little background: Yearly increases are (will be) tied to performance, and a Unions are involved. Any major problems that you can see/forecast?
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5 Answers
It took almost 500 pages to cover that topic in detail in "The Performance Management Workbook": http://www.amazon.com/Performance-Management-Workbook-James-Brennan/dp/013658.... My mantra theme was "ready, aim, fire, score, adjust... then repeat."
Don't be surprised if none of the answers in an online comment string are comprehensive. ;-)
P.S. Your union situation creates very special dynamics with a plethora of potential problems not encountered in the normal P4P universe. But it can be done. Seek out a qualified consultant with labor relations experience.
There are several aspects to your question, and I am only going offer a thought on part: design the transition with emphasis on what's in it for ee's, and design the process so that ee's are driving goal-setting and evaluation. In this way the frame can be as much about ee empowerment, career path/advancement, and ownership of performance as it is about results, meritocracy, or pay for performance.
I would customize the messages and processes for the environment and situation. But generally, determining how the transition is solving ee problems/frustrations and empowering ee's to drive things and get rewarded for it can get help get people on board.
Be crystal clear about accountabilities and agree on expectations. It ain't about the appraisal form or the scales and ratings, it's about the conversations. Best practice is no form.
@Robt B: Agree PM didn't require so many pages. Prentice Hall insisted I expend P4P to encompass total Talent Management from employment recruiting through termination procedures. That made it a basic "how-to" text for small businesses without professional HR/comp staffers.
start at the top. if the leaders can't (openly) embrace the philosophy, its value to the organization, and demonstrate it by taking it serious with themselves (e.g. putting together meaningful performance objectives and holding themselves accountable to them), getting everyone else on board is a daunting (if not impossible) task.
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