The Performance Management Revolution

This paper aims to discuss the HR policies discussed in four very important articles which focus on the performance review of the firms and their importance in improving the performance of the whole firm. Performance management is one of the most important issues in the human resource department of any type of business. For the managers it is important that they can effectively motivate the employees, gain great understanding of the strength of their subordinates, increase competency of the workforce gain benefit of ensuring positive communication to the employees about the performance of their employees. The authors of this particular articles have analyzed the usefulness of adopting a broader view of the performance management.

Cappelli, P. and Tavis, A., 2016. The performance management revolution. Harvard Business Review, 94(10), pp.58-67.

To this study, the current business leaders are not taking interest in this traditional performance appraisals. This process has been abandoned by the US companies operating in any sector. The annual review of the organizations is the main limitation as this emphasizes on the holding the workers responsible for their actions of the previous year at the expenses for improving their performance in the present and future (Cappelli and Tavis 2016). This method is quite unscientific to the authors of this article who have identified that many of the international organizations are changing their method of managing the employees. They are becoming more frequent and development focused connection with the employees. This is the reason why the recent organizations are becoming more hybrid and following the third way of amalgamating useful sides of the performance management emphasizing on the development feedback. The appraisals of the employees have been changing its focus as the accountability of the workers is losing its relevance and development of the skills is gaining importance. In this study, the authors have pointed out different examples of the important international brands and discussed their own method of employee appraisals. This third way is useful in the talent research and retention of skilled labor in the company.  

Findings- the authors of this particular article have explained how the performance management has changed over time and affected the current thinking process of the business leaders. The tight labor market in this recent era has led to feel a tremendous pressure on the HR department as the competition level high quite high in this business context. The demands of skilled and already experienced labors are increasing but the supply is much less (Cappelli and Tavis 2016). The HR managers are compelled to keep their employees happy and satisfied. They are grooming their employees so that they can work for their own advancement and do not leave the organization. In addition to this, the rapidly changing business environment of this current setting needs nimbleness and agility which supports that the management needs to take care of the regular check ins of the employees in the organization. The changing nature of the business is needing team work and collaboration therefore, by prioritizing the improvement over the accountability the companies are promoting teamwork. This changing method of performance management, have not however solved the issues like aligning the employees with the organiostioanl goals, identify the poor performers, solve the issues associated with discrimination and awarding the meritorious employees. This is the reason why the companies are trying to apply the hybrid approaches so that the positive side of both these old and new methods can be utilized in the development of the corporation.

Reinventing Performance Management

The bottom line- this study finds that the HR policies of amalgamating the traditional method of performance review and the newer method of employee perforce measurement is effective in the current business settings. However, the management needs to keep the employees motivated rather than keeping them just satisfied with their jobs. The employees need to be given full freedom to apply their skills in different aspects so that multidimensional functions can be done by the workforce which will transform the organizations to work more radically. In addition to this the traditional method of checking regular development feedback is also necessary. Doing these in the organization can definitely reduce employee turnover and development of both workforce and the organization.

Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard Business Review, 93(4), pp.40-50.

This particular article has discussed the methods applied in the HR department so that the skills and efficiency of the employees can be increased. This study has analyzed the result of a public survey conducted by one of the reputed firms named Delloite which reveals the fact that the current setting or method that the company has been applying to enhance the employee performance, does needing incur the employee engagement nor improving the performance of the employees. This article discloses that in order to gain an all-inclusive growth, the companies need to provide the employees all the facilities more individualized and nimbler. This will support the growth of the employees rather than just measuring their performance in the previous years. This study has detailed how Delloite has focused on building a talent-based organization by changing their tools to measure the employee performance (Buckingham and Goodall 2015). There are several steps based on which the company will be determining the efficiency of the workers through performance intelligence techniques, decide their job levels most fitted their skills and payments. These changes in the company will be also helping the project managers to address low performance and allocating additional resources so that the low performers can develop themselves.

Findings- this study has purely concentrated its focus in understanding how the employee performance has been measured and managed by Delloite. Unlike other companies this one also raised that the system of evaluating the employee performance as well as providing training, promoting and paying them, the traditional method is not potent enough. Therefore, this company has applied new method which is more real time and fitting the needs of the employees. This article finds out that this system applied in Delloide has limited objectives and constant checking for reviews of the employees’ development. However, the company has redesigned this new method so that it has more efficiency in terms of speed, agility, constant learning of the workers and individual customization (Buckingham and Goodall 2015). This is efficient to collect and measure the reliable performance data. In order to arrive at this design, the company has followed steps like counting of time, reviewing the research of ratings and controlling the study of the own organization itself.

Findings

The bottom line- as the study has disclosed that the traditional method of measuring employee performance has been changing throughout the world. The companies are changing their outlook regarding the performance development of their workforce. The management factor of employee performance development has changed to fuel performance as the workforce of the company is the only way to increased productivity of the firms. In this regard, the companies operating internationally can employ the team leaders to research on the needs of the ground level employee performance. Through teamwork, the company can collect exact priorities of the employees as well as their aspirations. This will also help the companies to achieve transparency, integration and efficiency. It is important to note that the companies do not have much information about the personnel and the knowledge about the various requirements remain only one dimensional but through this measure the companies can take initiatives to judge the requirement of the employees based on which the development will be measured. The main objective of the companies must be to find the most fitted solution rather than finding the simplest one. The critical evaluation of the existing measures to check the employee performance must be supported by the technological support which will be helping the companies to avoid any issues of human resource.

Aguinis, H., Joo, H. and Gottfredson, R.K., 2011. Why we hate performance management—And why we should love it. Business Horizons, 54(6), pp.503-507.

This article mainly focusses on the delivery of the effective performance feedback in the light of strength-based approach. To the authors, the performance feedback is one of the most important factors to measure the employee performance. This method has potential to benefit the workers of an organization both in team and as well as individuals. This study has discussed the how an effective performance feedback has the potential to enhance the employee engagement as well as job satisfaction. This article relies on the traditional method of measuring performance improvement of the employees but the authors have employed one very important and specific approach to measure and improve the employee performance (Aguinis, Joo and Gottfredson 2011). To this study, there are issues of comfortability of the managers in giving feedback as this often leads to harm in the carrier of their employees rather than doing good. This is due to the fact that these traditional feedback method analyses the enactive part or incapability of the employees. This article has therefore, shifted from the weakness-based feedbacks to the strength-based feedback system so that the employee affirmation and encouragement can be built. This is a constructive approach which is more powerful that the weakness-based approach of performance measurement. This study has also discussed none recommendations to deliver performance feedback more efficiently.

The Bottom Line

Findings- this study has pointed out that the managers of a firm are responsible to help the employees to improve the job performance of the employees. This is the reason why they need to deliver performance feedbacks more carefully so that these can motivate their subordinates as well as empower employees by judging their skills as well as talents (Aguinis, Joo and Gottfredson 2011). This article has pointed out that the management of an organization if want to improve their employee performance must connect the positive skills with the negative feedbacks. Thus, they will be able to manage the talents weakness of the employees. They must create a support system to support each and every employee of the organization so that any type of biasness issue does not emerge. The management need to take care of the reputation and expectation so the employees. They must deliver the performance feedback in a private setting. According to the traditional method, the employees were the only accountable persons to answer the managers but, in this strength, based approach of performance feedback system, the managers are responsible to evaluate the performance of the employees and detail all the positive sides of them and talents. Instated of making general comments, the managers will be hiving good performance feedback to their subordinates so that the employees get a specific direction to press in the organiostioanl setting.

The bottom line- this study has discussed one of the most important feedback systems in order to understand and measure the employee performance in the companies. The strength-based approach of performance measurement can be effective for the managers in one hand and the employees on the other. This method will help the companies to gain proper knowledge about the performance of the workforce by delivering the positive feedback in an accurate and considerate manner. By tying feedback to important consequences at various levels throughout the organization, the management gains trust and support of the employees effectively.

Aguinis, H., Gottfredson, R.K. and Joo, H., 2012. Delivering effective performance feedback: The strengths-based approach. Business Horizons, 55(2), pp.105-111.

This study points out that all the common companies have similar types of performance management system. This is very important factor for the progress of the companies. However, the current situation of the business organizations, both the management as well as the employees are skeptical that skeptical that the performance management system whatever the companies are applying to measure performance of the employees must be able to add value. This study has pointed out that in most of the cases, the performance measurement and improvement is seen to be a waste of time as well as resources. To the authors of this study mainly focus on the performance appraisals of the employees based on which the measure the growth of the labor force of their companies (Aguinis, Gottfredson and Joo 2012). However, this method has not been supported by the authors of this article. This new method however has application beyond the traditional process of measuring performance of the employees. This study has discussed the usefulness and benefits of this process and how this new method particularly differs from the method of measuring performance through performance appraisal.

Findings- this particular article has pointed out that there are some very importunate as well as specific advantages present in the new method of measuring performance of the employees of an organization which will be applicable for the management as well as the employees and more importantly, the organization itself. This article has described some research-based conclusions which are associated with the method so that the performance management systems can be designed for measuring performance of the employees and effectively implemented for realizing these advantages in the companies (Aguinis, Gottfredson and Joo 2012). This article has more specifically pointed out that the performance appraisals are not actually performance management. It is a continuous procedure which mainly identify, measure, and developed the performance of the individuals of the workforce as well as the teams. This method also aligns the performance of the employees efficiently with strategic objectives of the organization. There are some features in a perfect performance management system which includes its strategic congruency, contextual congruency, practical feasibilities, specificity, ability to identify effective and ineffective performance, reliability, acceptability and correctability.

The bottom line- according to the authors of this study, the performance management system has benefits for the employees, managers and organization. This method can be applied in the organizations so that the employees experience increased self-esteem, get fair chance to understand their positions based on their behavior and identify different ways to maximize their strength as well as minimize their weaknesses. The organization on the other hand get the scope to differentiate among the good and better performers and allow them to share their understanding with others and thus make the organization more fertile with different better protection from lawsuits. This will also facilitate the organizational change hence can be efficiently applied in the companies to gain more competitive advantage.

References:

Aguinis, H., Gottfredson, R.K. and Joo, H., 2012. Delivering effective performance feedback: The strengths-based approach. Business Horizons, 55(2), pp.105-111. Available at https://www.hermanaguinis.com/BH2012.pdf.

Aguinis, H., Joo, H. and Gottfredson, R.K., 2011. Why we hate performance management—And why we should love it. Business Horizons, 54(6), pp.503-507. Available at https://www.hermanaguinis.com/BH2011.pdf.

Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard Business Review, 93(4), pp.40-50. Available at https://hbr.org/2015/04/reinventing-performance-management.

Cappelli, P. and Tavis, A., 2016. The performance management revolution. Harvard Business Review, 94(10), pp.58-67. Available at https://hbr.org/2016/10/the-performance-management-revolution.pdf.