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Managing the middle

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HC Online | 04 Jun 2013, 12:01 AM Agree 0
Performance management traditionally focuses on the high-flyers or those at the other end of the spectrum, but studies show re-thinking the system can help businesses in the long run.
  • Annette Gray | 04 Jun 2013, 05:13 PM Agree 0
    Another way of looking at it is to uncover the times when staff have great days and are performing really well. Uncover what brings them alive and identify their strengths. The problem with traditional Performance reviews it is trying to give people one rating. When in fact most people have varied performance - some days great some days not so great. By unpacking the high points you find out when people are at their best. Then the conversation is how can you do more of that! It is called being Solutions Focused. Try it - it works and improves performance whilst traditional ways don't!
  • Tammy Tansley | 05 Jun 2013, 02:34 PM Agree 0
    Annette. I agree. The old ways don't work anymore (not sure they have ever worked really). Strengths based approach work is definitely the way forward for getting the best out of people. But there's also something about being honest around where people are at. Sometimes people are not performing in a job for reasons that has little to do with their ability and a lot to do with organisational fit, motivation and other internal and external influences. The best performance management looks at every employee as an individual rather than just another person to get through the process.
  • Annette Gray | 11 Jun 2013, 06:09 PM Agree 0
    Tammy I also agree with your honesty point. What also comes into consideration is not only organisational fit but role fit. If managers an employees could be honest about whether the role is a good fit for strengths and capability then they are likely get better performance. Rather than avoiding the conversation. Then the focus is at the front end.
  • Tammy Tansley | 12 Jun 2013, 04:40 PM Agree 0
    Yes, unfortunately, there is an unwillingness (or inability?) to have conversations that people perceive to be "difficult.. But this always backfires, as doing it at the back end always more complex and messy (and of course, ironically, generally involves a degree of "difficult conversations!")
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