Your HR department is struggling with performance management. How can you help them improve?

To assist the HR department in improving performance management, focus on training HR personnel in effective techniques, setting clear performance expectations with SMART goals, encouraging regular feedback from managers, implementing performance metrics and streamlined processes using technology, involving employees in goal setting and self-assessment, providing manager training, conducting regular check-ins, establishing recognition programs, and fostering a culture of continuous improvement through feedback and adjustments to processes.

Para melhorar a gestão de desempenho no departamento de RH, sugiro implementar um sistema de avaliação mais transparente e objetivo, fornecer treinamentos regulares para gestores sobre feedback construtivo, incentivar o desenvolvimento contínuo dos colaboradores e utilizar tecnologias de RH para automatizar processos e facilitar o acompanhamento do desempenho.

One thing I’ve found helpful is getting the team together for a quick offsite to get the same page, working to understand the core issues. When a team is not performing well, there could be a variety of factors at play and if the team is not motivated to work through the issues, performance will continue to lag.

HR audit is crucial in such matters. Any organisation has its maturity index that reflects the effectiveness of processes laid down over the years. The right way to access is to take into consideration the areas that may not result in true performance indications. There are many platform available to digitise the entire evaluation process, it also captures the historic data and provides you analysis of the factors which may not be part of the overall assessment.

The first step is to diagnose the reason why they are struggling with Performance Management? Some of the problem areas to start looking are: 1) Is the PMS aligned with the Business Vision? 2) Is there a proper buy-in of the Senior Management towards the system? 3) Is the HR itself trained to use the System? 4) Are people effectively trained to use the System? 5) Are performance reviews really effective? 6) There could be other reasons too. Hence, a proper diagnostic shall be required to understand the root cause of the problem. Only then, the real problems can be fixed to make HR more effective at Performance Management.

Your HR team should be able to identify or help facilitate with management about defining performance in the organization. Identifying the organization's definition of performance would guide HR on what is the metrics in relation to the goals of the business and north star.

Goals should be identified based on a scientific logic and reference to avoid being too easy or too aggressive that may cause demotivation for staff which will reflect negatively on the whole process.

It's not all about platform. Honestly, platform is probably the least important component of great performance management. What it comes down to, is CULTURE and BEHAVIORS of managers and employees. Save the time you'd spend on the platform, and instead invest it in building the skills that your managers need, and the culture that your employees need, to thrive on authentic, empathetic, caring, and forthright performance conversations.

One of the biggest challenges when it comes to PM platform is the under-prepared or unprepared HR team. Every member of the team should be competent enough to train all the other employees of the organization on the PM system and the platform being used. It is important that there is transparency and constant communication on how the PM system works and how it can be made effective. Employees should be sensitized to the lurking pitfalls like personal biases while assessing performance. It is only when everyone trusts the PM system and contributes wholeheartedly that the organization can ensure smooth implementation and effectiveness of the system.

Mentoring, coaching is a tool, or can say on the job training. Improve teamwork and communication among the teams Employee motivation, recognition and reward, delegation, engagement Performance feedback is important

For me the success of any tool comes down to the adoption. Often this depends on communication and training - two things many teams fall short on. Make sure you partner with managers and individuals, not only on the technical elements of the tool, but on the value and impact it could have if the team fully utilizes it.

If a PM platform is the best strategy (and it might not be, so pls keep reading), provide: - Training sessions to familiarising HR staff with how to use it, including demos & walkthroughs - Offer a variety of training formats like video tutorials, guides & workshops - Ongoing support and resources Communicate the objectives and expectations and highlight the benefits. Show how the tool can improve efficiency, accuracy, decision-making etc If you chose to do PM off platform: - Establish a framework and train managers - Encourage managers & employees to engage in regular check in sessions and conduct performance improvement conversations - Foster a culture of peer feedback/collaboration - Monitor & track progress, recognise achievements

Training and communicating cannot be underestimated. You don't want to make a significant PM platform time and monetary investment only to have it die a slow death because nobody knows who/what/when/where/why/how to use it. Host small group meetings to share the why behind the PM platform and help people learn how to use it. Bring others along on the journey and it pay dividends.

Once your team has been through two complete performance review cycles using your new tool, solicit feedback from all levels of the organization to understand what's working and what could be improved. Continue to iterate every few cycles.

In my experience data is super important alongside setting expectations around the use of data in performance management which should provide useful insights and feedback.. Robust cadences are key to follow up and review performance . This will enable you to identify next step to strive for delivery of the measures of success.

If you're not partering with the culture-centers of your business, you're missing the point. Monitor and improve against your plans and goals certainly, but keep the human experience front and center. Keep people at the forefront - not process - and work closely and intensely with those who create, set, carry, and perpetuate the culture. That includes executives, HR business partners, middle managers and ERGs alike. Their role-modeling and capability building will carry your results further than any structured program ever well!

Traditional performance management focuses on 'WHAT' an employee does, often overlooking 'HOW' they do it. The 'HOW' provides insights into an individual’s unique work style, crucial for customized learning and a thriving workplace. Research by Harvard Business Review and Deloitte shows that focusing on the 'HOW' leads to better identification of growth opportunities, a positive work environment, higher engagement, productivity, and improved business performance. It’s about recognizing an employee’s uniqueness, fostering their growth, and aligning their performance with organizational objectives. The shift from 'WHAT' to 'HOW' is essential and the key.

The traditional approach to performance management often worsens issues. Hence, consider shifting focus from annual reviews to continuous feedback, emphasizing employee development over ratings, and promoting a culture that values ongoing improvement rather than punitive measures.

You can begin by conducting a thorough assessment of the current performance management processes and identifying areas of weakness or inefficiency. This may involve reviewing performance appraisal systems, goal-setting processes, feedback mechanisms, and performance metrics. Engage with HR staff, managers, and employees to gather feedback and insights on their experiences with the current performance management system. Understand their pain points, challenges, and suggestions for improvement.

You can begin by conducting a thorough assessment of the current performance management processes and identifying areas of weakness or inefficiency. This may involve reviewing performance appraisal systems, goal-setting processes, feedback mechanisms, and performance metrics. Engage with HR staff, managers, and employees to gather feedback and insights on their experiences with the current performance management system. Understand their pain points, challenges, and suggestions for improvement.

Technology is advancing and yes we want to utilize technology to make things easier. Sometime big gigantic PM systems and procedures are not met with enthusiasm. They can be seen as too complicated and cumbersome. Don't underestimate the power of real-time, real-life ongoing feedback and dialog with employees. The most important component of performance management are conversations that help someone feel heard, seen, guided, and supported - especially if there is struggle.