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    Performance Management Transformation

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    Zachary Standridge
    This document discusses the transformation of traditional performance management in organizations. It argues that traditional performance management focuses too much on processes rather than people. The new approach emphasizes everyday performance management that is more informal and integrates employees' personal lives. It also advocates for more dynamic goal setting, ongoing feedback, and streamlined documentation. The document also notes that most managers and employees are dissatisfied with traditional performance review systems. It concludes that effective performance management requires flexibility, emphasis on relationships, and the ability to change over time.

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    Performance Management Transformation

    Uploaded by

    Zachary Standridge
    45 views5 pages
    This document discusses the transformation of traditional performance management in organizations. It argues that traditional performance management focuses too much on processes rather than people. The new approach emphasizes everyday performance management that is more informal and integrates employees' personal lives. It also advocates for more dynamic goal setting, ongoing feedback, and streamlined documentation. The document also notes that most managers and employees are dissatisfied with traditional performance review systems. It concludes that effective performance management requires flexibility, emphasis on relationships, and the ability to change over time.

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    This document discusses the transformation of traditional performance management in organizations. It argues that traditional performance management focuses too much on processes rather than people. The new approach emphasizes everyday performance management that is more informal and integrates employees' personal lives. It also advocates for more dynamic goal setting, ongoing feedback, and streamlined documentation. The document also notes that most managers and employees are dissatisfied with traditional performance review systems. It concludes that effective performance management requires flexibility, emphasis on relationships, and the ability to change over time.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    45 views5 pages

    Performance Management Transformation

    Uploaded by

    Zachary Standridge
    This document discusses the transformation of traditional performance management in organizations. It argues that traditional performance management focuses too much on processes rather than people. The new approach emphasizes everyday performance management that is more informal and integrates employees' personal lives. It also advocates for more dynamic goal setting, ongoing feedback, and streamlined documentation. The document also notes that most managers and employees are dissatisfied with traditional performance review systems. It concludes that effective performance management requires flexibility, emphasis on relationships, and the ability to change over time.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
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    Performance Management Transformation

    Performance Management
    Transformation:
    Zachary Standridge

    Middle Georgia State University

    Zachary Standridge, School of Information Technology, Middle Georgia State University

    Correspondence concerning this article should be addressed to Zachary Standridge,

    School of Information Technology, Middle Georgia State University, Macon GA , 31206

    Contact: zachary.standridge@mga.edu
    Performance Management Transformation

    Abstract

    If you do a search for “performance review” on your favorite web crawling search engine,

    your page will be flooded with results and news stories from the top 500 companies using six

    sigma or Project Management Body of Knowledge (PMBOK) as their primer or set standard

    om how the art of business are conducted. Many companies are stepping out of the shadow of

    these monolithic companies and making strides in their own management way.

    Keywords: integration, Scope, schedule, cost, quality, Human Resources,

    communications, risks, Project Management, Six Sigma

    Performance Management Transformation:


    Organizations want to improve performance but how can they do that when the

    traditional standard is to focus on the process and not the people? Companies today are still

    working hard to get out of the old ways which are formal and time line event-driven. The

    employees feel a need to separate home life from work life which creates a division of desire

    to be there. Using an “Everyday Performance Management”, the focus is on the employee

    and not the process Christoffer Ellehuus, (2012). This means that the company has to be more

    informal and outgoing and integrating life events into the work place. The work flow of a

    management team is as follows: improve expectations and setting, build a culture of coaching

    and feedback, simplify performance reviews. In the old industry standard, this can be done by

    yearly goal setting, giving feedback only once or twice a year, and since the reviews happen

    only once a year this requires more paperwork and documentation The new standard is

    engaging dynamic and flexible goal settings, teaching managers to give on going feedback

    and streamlining the documentation procedures to the bare minimum needed.

    Performance Management is broken but we know how to fix it.


    Performance Management Transformation

    No one like Performance management (PM). Employees dread seeing the review team

    set up. The management doesn’t want the extra paperwork. If you asked anyone what good it

    does, they would be hard pressed to give you a clear and concise answer. When managers

    were polled about their feelings on PM, the statistics have shown a negative swing in the over

    all attitude. (Corporate Leadership Council,2012).

    95% of managers polled were dissatisfied with their PM systems.

    59% of employees polled felt as if PM reviews are not worth the time invested and

    said they do not receive feedback on what to improve.

    The hardest part of change is realizing that you are using a broken system. It is

    difficult to cut ties when you have invested so many years and manhours into the false idea

    that the performance management format will help you. Companies which have based their

    forced ranking systems, such as Microsoft, Geico, and Adobe, are slowly starting to come

    around to the idea and look for new ways to to accomplish what was actually wanted and so

    desperately needed. (Smith KA, Smith O, Cheng R, Schiffel L. )

    Changing the PM approach to fit strategic priorities With modern-day complex

    work environments changing so rapidly, changing with them is required. The company has to

    become more agile. This means finding where you are most productive and getting a better

    sense of what exactly you are as a company. The company has to make things simpler while

    still doing the same level of performance. This could be seen as just another way of being

    agile and rewording something to make it sound different but the company would have to

    take it to another level. They have to empower the teams and foster a healthy working

    environment. Being agile in essence means expecting, embracing change, and managing the

    ups and downs which come with change.

    What makes for an effective performance management . Effective Performance


    Performance Management Transformation

    management requires just a few principles to make it work correctly. The management has to

    know and understand that PM is an ongoing process which cannot be cookie cutter fit to each

    situation. Proper PM usage needs to emphasize that it has to be flexible enough to address the

    needs of different departments, employee teams, and individuals. (Smith KA, Smith O,

    Cheng R, Schiffel L. ) The relationships between the management and employees is the core

    strength in proper PM so when the change is needed there has to be allowed a leeway or

    space to make that change happen.


    Performance Management Transformation

    References

    Christoffer Ellehuus, (2012) "Transforming business leaders into talent champions", , Vol. 11
    Issue: 2, pp.84-89, https://doi.org/10.1108/14754391211202143
    Corporate Leadership Council. (2012). Driving breakthrough performance in the new work
    environment (Catalog No. CLC4570512SYN). Washington, DC: Corporate Executive
    Board. Google Scholar
    Smith KA, Smith O, Cheng R, Schiffel L. Bridge the Gap Between Current Practice AND the
    GASB-Suggested Criteria. Journal of Government Financial Management.
    2008;57(2):42-47.
    http://ezproxy.mga.edu/login?url=http://search.ebscohost.com/login.aspx?
    direct=true&db=bth&AN=32759151&site=eds-live&scope=site. Accessed January
    21, 2019.

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