Strategy teams and performance specialists are usually responsible for communicating performance measures to employees and making sure they are reporting their actual achievements on time, in order to generate accurate performance reports.
In my previous blog, I shed light on the importance of changing the terms of engagement between employee and employer. However, both parties might be naturally reluctant to this kind of drastic change, simply due to a fear of the unknown.
Most employment contracts still based on the number of hours that employees spend working. Pay and deductions are based on attendance, regardless of the employee’s productivity. For a vast number of jobs time-sheeting is not a measure of productivity, so why should employees who take longer to complete tasks be paid the same amount?
In my previous post [Link to Post], we talked about the importance of differentiating employees’ performance measures based on their importance, in order to produce more accurate scoring within your performance management system.
In a previous post on the 3 Myths About Performance Management, we discussed the Symmetry Myth, where performance specialists tend to measure everything equally because they see every single measure to be very important. Therefore, they evaluate all measures with the same effect on the employee’s performance score. In other words, all performance measures are given equal weights.
When creating a business strategy, considering expectations against reality can be challenging. The management team is tasked with integrating all processes of the business, aligning them with the goals of vision of the organization.
Given the current circumstances, companies should learn how to mature and progress regularly to keep up in this digital age. However, change within established organizations isn’t easy and sometimes seems downright impossible. Keeping in mind that we are only focusing on changing one aspect, encompassing priorities and processes and overlooking the core habits that employees have honed overtime. Taking into account that changing ones habits is one of the most difficult and long term tasks; if the organization does not have the engine or the platform the employees need to facilitate the change, then, the transformation will never be successful.
Setting up your performance management system is a complex process that requires a huge amount of time and effort, and the involvement of multiple functions to ensure that your system is comprehensive and covers all required aspects of performance, including financial, people and processes.