.png){kind=logo}
How you design an achievement will inform how you then score that achievement. An achievement should be generally tied to organizational outcomes. WHen the focus is on outcomes and not specific behaviors, your employees will better understand what they are working towards and why certain metrics matter.
Start for free.png)
Performance Management is an approach to improving organizational results by improving employee performance. This is done by systematically arranging the workplace to maximize productivity. PM focuses on increasing desired behavior by changing the variables that trigger the behavior, and the events that happen after the behavior.
From this perspective, employee success can be easily explained. If the right antecedents and consequences are in place to promote high performance, then you will get high performance. If these workplace variables are not arranged effectively, even the most skilled employees will struggle to reach their maximum performance.
When you have a performance discussion with someone, it is important to be specific about what you expect from them. This way, there is no confusion about what they need to do to improve. For example, instead of saying "be more customer-centric," you could say "make sure to smile and make eye contact with customers." This is why we pinpoint.
When people in a work group are able to pinpoint what they're talking about, it leads to better collaboration and alignment between the whole group. This is because when people are clear about what they're talking about, they can communicate better with each other, and the work group as a whole can work more effectively.
Identify your current org pain points and how they relate to the overall organizational health.
Reframe this pain point as an outcome and describe how it supports the org and list specific behaviors that support its accomplishment.
Objectively define what varying levels of achieving that outcome look like. This definition is your benchmark for providing any scores for the achievement moving forward.
Training can be an effective intervention for performance issues, but only if it is tailored to the specific needs of the organization. It is important to consider all potential causes of performance issues before implementing any training programs.
Without clear goals, staff can't be expected to just "know" their expected level of performance
.svg)
With goals in place, you must ensure staff know how to meet the demand o the goal by providing adequate training and reinforcement.
The functional element of goals is to provide the employee with more opportunities to contact reinforcement. Goals do this by describing the exact level of performance that is required to receive a specified reward. Goals are most effective when they are objective, fair, and challenging.
This objectivity allows management and employees to clearly measure and describe performance. Objective goals are ones that can be measured, like “acquiring five new clients each week.” Fair goals take into account what is realistic for employees to achieve, and challenging goals are ones that require employees to perform at a slightly higher level.
Training and job aides are tools that prompt desired behaviors or provide guidance when completing a task. Initial plus ongoing training, employee handbooks, directions printed on equipment, job signage, and task checklists are all examples of job aids. In performance management, we say that these tools “evoke” or trigger desired behavior. The functional element of job aids is not just that they prompt behavior but also that they are linked to reinforcement. In other words, the best job aids are ones that tell you exactly what to do and the reinforcement the employee will contact. Job aids are most effective when they are clear, concise, and convenient to use.