From Performance Pains to Performance Gains

The annual performance review is an opportunity to talk openly and in confidence about recent performances and expectations going forwards, done well, it benefits everyone.

Things would be much more productive if organisations adopted a continuous performance approach, according to a recent HR Zone Webinar about unlocking people’s potential with continuous improvements concepts.

Data indicates that employees are most happy with performance management when they are aligned with it, and will be:

  • 3 x more likely to meet financial targets
  • 3 x more likely to effectively manage change
  • 2 x more likely to encourage risk taking
  • More than twice as likely to be innovative in their work

Feedback on performance is important.  Managers should be giving and receiving feedback so that there is higher engagement from all involved.

When setting performance goals for employees it’s vital goals and their corresponding criteria are clear from the outset to reduce the perils of unconscious bias.

Parallels can be drawn with sport, managing the performance of a sports team needs continuous feedback on gains with timely and specific instructions on how to improve.  Data and analytics are essential for developing a strategy to improve, with each player motivated towards success.

Effective performance management should be continuous and aimed at boosting the individual to boost the whole team.

This is where Vitesse can step in, with continuous performance measurement in your warehouse. Measuring to improve is a touchstone for our productivity optimising software – at a granular level and in real time, we can highlight the best performing departments, teams and individuals.  How do you currently identify your star performers?

When implementing performance management processes, be sure to use language that aligns to what employees are used and to focus on what is working well and then what could be better. This will help building trust and promote job satisfaction.

Continuous performance ultimately means performance cycles plus behaviour change, but first set up managers for success. Recognise the value and purpose of feedback, make sure it is collaborative, supported and creates a positive effect that gets into the feedback loop.

Louis Hill

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