| In today's ultra-competitive business environment the | | | | not observed. Managers should always document and |
| demand for qualified talent is greater than ever. As the | | | | retain on record, the employee's performance as it |
| workplace continues to change, it becomes apparent | | | | relates to both expectations and company goals. |
| that successful organizations are those that can | | | | The benefits of accurate documentation are many. |
| attract, retain, develop, and lead a diverse workforce. | | | | Not only will the company have an accurate record of |
| A major driving force behind retaining good employees | | | | both good and bad performance, but should any legal |
| is maintaining high morale in the workplace. Yes, it is | | | | issues arise (discrimination, wrongful termination, unfair |
| important to have strong management and leadership | | | | promotion), the documentation serves as a reference |
| in any organization. | | | | point to all parties involved - the facts are all there. |
| But, what process do fast-growth companies utilize to | | | | Also, integrating a performance planner on the |
| account for performance goals, improve morale, | | | | backside of the employee performance review |
| develop and recognize employee achievement to | | | | serves an important purpose. It answers two big |
| ensure both managers and employees are performing | | | | questions; "How am I doing?" "Where do I go from |
| at their best? | | | | here?" The performance planner should include |
| To often, front line managers do not have a formally | | | | performance areas where improvement is needed, |
| defined process which supports their company's | | | | knowledge, skills, or abilities that must be developed to |
| performance management strategy. When this | | | | result in the improvement. |
| process is missing or fragmented, companies place | | | | There should also be an area to document |
| themselves at risk: conflicting expectations regarding | | | | development activities/assignments (these are the |
| roles and goals, lack of standardized methods and | | | | planned activities for addressing the areas of need) |
| unclear communication can create significant | | | | and finally, projected implementation/completion dates. |
| ramifications. | | | | Verify both the manager and the employee sign and |
| Also, the company image, relationships between the | | | | date days of discussion. |
| managers and employees, as well as the quality of | | | | Step 5 - Organization, timing, frequency and scope |
| work is impacted. This can lead to a decrease in | | | | Organization of the aforementioned documents and |
| employee morale and job satisfaction, which ultimately | | | | forms is easy. To make management of this process |
| impacts the long-term growth and success of the | | | | even easier, visit your neighborhood office supply store |
| organization. | | | | and purchase a six-sided classification folder |
| This article defines a simple, yet highly-effective proven | | | | (Globe-Weis Part #PU561GRE). The folder provides |
| process for developing and retaining some of your | | | | ample space for all individual employee documents and |
| company's most important assets: your employees. | | | | forms. |
| Step 1 - Define the results you want to achieve by | | | | A recommended format layout of all documents is |
| implementing the process. Some examples would be: | | | | listed as follows: |
| to foster an environment of open, honest | | | | Flap 1 - Employee Performance Review and a formal |
| communication, to communicate both company | | | | Performance Planner Form |
| department goals and objectives, to establish | | | | Flap 2 - Performance Expectations - current and |
| performance standards and to create a feedback | | | | yearly (This should be there when you hire new |
| loop between management and employees. | | | | employees also) |
| When results are documented and used as the | | | | Flap 3 - Calendar showing attendance history - yearly |
| framework to reference to employees, management | | | | Flap 4 - Communication log forms |
| now has a clear perspective on what needs to be | | | | Flap 5 - Documentation defining company goals and |
| done to move forward in creating the entire process. | | | | objectives |
| All employees benefit because everyone is on the | | | | Flap 6 - Letters of Recognition, Awards, Certificates, |
| same page, and can now identify company goals and | | | | Etc. |
| objectives. | | | | Timing the process begins once the decision is made |
| Step 2 - Set company goals and objectives, and | | | | by executive management to amend its current |
| determine what is required by employees to achieve | | | | performance management strategy. Once the first |
| these goal and objectives. Recognize, in many cases | | | | drafts are completed, the assigned management team |
| the vast majority of supervisors and managers are | | | | reviews and approves or rejects all documents prior |
| unaware of the importance of goal setting and the | | | | to implementation. |
| power of goal-oriented management. | | | | Upon completing all forms, it's now time to roll out the |
| By defining company goals and objectives, you not | | | | new Performance Management Plan. For newly hired |
| only give employees a target to identify, you create a | | | | employees, it is recommended performance |
| platform for dialogue between management and | | | | expectations, communication log forms and company |
| employees to observe what goals are being met, and | | | | goals be communicated during the first few week of |
| what must be done to ultimately achieve all goals. By | | | | employment. |
| linking goals from executive management down | | | | Doing this will eliminate any concerns the employees |
| through to rank and file employees, everyone identifies | | | | may have about their role and job responsibilities. Once |
| the big picture and ultimately what must be | | | | an employee is hired and depending on the job and |
| accomplished to sustain the organization's growth and | | | | scope of work, employee performance reviews |
| profitability. | | | | should be completed at least every six months. |
| Step 3 - Document the performance expectations. | | | | For employees currently employed with the |
| Define performance expectations in a simple, easy to | | | | organization, the new plan can be phased in with |
| read format that includes performance categories - | | | | scheduled semi-annual employee performance |
| usually no more than six major categories are | | | | reviews. With regard to the scope of implementation, |
| necessary. Categories may include quality and quantity | | | | once the documents are completed they can simply |
| of work, attendance/punctuality, teamwork, safety and | | | | be reproduced for distribution throughout the company. |
| communication. Certain categories, such as quality and | | | | Depending on the size of the organization, specific |
| quantity of work, must be measurable. The benefit of | | | | performance expectations can be modified to match |
| implementing measurements within expectations is the | | | | specific criteria within different departments. |
| company will move one step closer to establishing | | | | Remember, the key is to master the process. Once |
| clearly defined standards. | | | | the process is implemented, managers can then |
| These measurements can be linked to department | | | | explore ways to improve content. This is what |
| company goals, incentive pay, an existing | | | | operating standard are all about. |
| compensation model and consideration of certain | | | | The benefits of implementing this process within the |
| employees for promotion within the organization. In | | | | organization are enormous. It serves as a tool to |
| addition to defining formal performance expectations, | | | | effectively establish and communicate performance |
| create an absentee calendar and communication log | | | | standards which will improve employee morale, |
| form. | | | | performance and the overall quality of an operation. It |
| The absentee calendar form is used to document | | | | serves as a vehicle to reduce Human Resource |
| attendance and punctuality, while the communication | | | | Management issues (discrimination, wrongful |
| log form serves as the medium where communication | | | | termination, unfair promotion) and allows mid - level |
| between the manager and the employee, regarding | | | | managers to focus on other areas of the operation |
| performance, is formally documented. Consistent use | | | | without being bogged down with "people issues". |
| of both forms by management provide a means to | | | | When the process is implemented throughout the |
| document performance in real time. | | | | organization, it becomes much easier for new (and |
| Step 4 - Create and utilize an employee performance | | | | transferring) managers who are assigned to take over |
| review form with a performance planner. The | | | | an existing work group. |
| employee's performance review will give both the | | | | Should you need to see what the ideal internal |
| manager and the employee a snap - shot of the | | | | Performance Expectations, Employee Communications |
| employee's overall performance over a specific | | | | and Follow-up Forms look like, please contact me |
| time-frame. What's important about the employee | | | | directly? Finally, following the process helps everyone |
| performance review is it reinforces what the | | | | identify what's important, where the employee stands |
| expectations are, if they were achieved and where | | | | in relationship to performance and what needs to be |
| the employee scores in relationship to his/her peers in | | | | done so everyone performs at their best. |
| the workgroup. | | | | After doing this with dozens of companies in North |
| The performance review can have either a sliding | | | | America, this is what you can do to improve |
| points measurement or can be defined in terms of | | | | communications and execute HR functions much more |
| outstanding, above average, average, unacceptable or | | | | effectively. |