So many thoughts, largely in agreement with your views. I think too many organizations don't have a real performance management structure as a result, people don't really understand performance expectations. This a a leadership issue and your point about it starting with the CEO is critical.
The Resolut approach is interesting but there are a few areas where I have problems with it.
One is absolving management of their performance management responsibility and putting it in the hands of an independent part of the organization. The job of every manager is to maximize the performance of each person on their team. As a result, they have to sit down with the person to establish performance expectations, review, coach, evaluate. This cannot be delegated.
Second, the approach tends to think of performance management as a static thing. They don't address the role of managers in coaching and developing their people to maximize the performance. What do you do to prepare an A player to continue that performance and be prepared to step into a more senior role? What do you do to coach and develop a B player to be A players. What do you do to coach a C player to improve their performance becoming a B player.
When we look at performance failures, it's partly a reflection of the performance failure on the part of management. It's not just on the employee.
I'll stop here. A good article, mostly provoking thinking about performance management, whether one agrees or not.
I've always felt that performance management software doesn't really help great managers. They do it anyway. One of my best managers did his performance notes in book. He never missed a one on one in 2 years. He didn't need software. It also doesn't help really poor managers, they don't care. the tools do help the middlying manager do a better job.
So many thoughts, largely in agreement with your views. I think too many organizations don't have a real performance management structure as a result, people don't really understand performance expectations. This a a leadership issue and your point about it starting with the CEO is critical.
The Resolut approach is interesting but there are a few areas where I have problems with it.
One is absolving management of their performance management responsibility and putting it in the hands of an independent part of the organization. The job of every manager is to maximize the performance of each person on their team. As a result, they have to sit down with the person to establish performance expectations, review, coach, evaluate. This cannot be delegated.
Second, the approach tends to think of performance management as a static thing. They don't address the role of managers in coaching and developing their people to maximize the performance. What do you do to prepare an A player to continue that performance and be prepared to step into a more senior role? What do you do to coach and develop a B player to be A players. What do you do to coach a C player to improve their performance becoming a B player.
When we look at performance failures, it's partly a reflection of the performance failure on the part of management. It's not just on the employee.
I'll stop here. A good article, mostly provoking thinking about performance management, whether one agrees or not.
I've always felt that performance management software doesn't really help great managers. They do it anyway. One of my best managers did his performance notes in book. He never missed a one on one in 2 years. He didn't need software. It also doesn't help really poor managers, they don't care. the tools do help the middlying manager do a better job.