A new report by i4cp comparing the employee performance management
practices of firms in Brazil, Russia and the United States shows that
U.S. organizations may have lost their way. This first report in a
five-report Performance Management series, Performance Management: A
Comparison of Brazil, Russia and the U.S., also details how firms in
Brazil and Russia are making performance management succeed.
But if you’re one of those that’s hell-bent on
proving that employee performance management processes suck, we are
happy to help you save time. Here are some quick paths to performance
1. Exclude yourself from the process.
No reason the executives need to be bothered with this. They have more
important things to do. While you’re at it, let all of upper
management off the hook, too. The only ones whose performance needs to
be examined under the microscope are the worker-bees. Make
“It’s for your own good” the new company
2. Let supervisors figure it out for
First-level supervisors are busy people. They don’t have time
for training programs on feel-good topics like how to set a goal or how
to give feedback. They’ve been through performance appraisal
meetings themselves. Just tell them to do it the same way it was done
to them. Builds character.
3. Don’t waste time with the
When an employee’s performance dips, you’ve got a
tough decision to make. Get rid of him or her right away or spend a lot
of time and effort talking about the issue, setting up developmental
plans, monitoring progress. Sheesh! What if it doesn’t even
4. Bolster success measures with
It takes a lot of time and mathematical calculations to figure out
percentage of goals achieved or other fancy statistics. How many
employees report to you? How many performance appraisal forms are
filled in? There. Your performance management metrics are complete.
5. Avoid the unknown territory called the
You can spend your time discussing pie-in-the-sky concepts like the
future and how each employee’s work today can impact next
year’s outcomes, or you can stick to your comfort zone: the
past. All an employee really needs to know is did they do good or bad?
If they did good, keep on doing it. If not, well, they’re
probably not around for this discussion anyway.
So, there you have it – an iron-clad strategy for failing at
employee performance management.
This report is available complimentary
for a limited time.
But if you understand that your organization’s talent base is
an investment that pays dividends when nurtured, you might want to make
an effective employee performance management system a key part of your
business strategy. The second report in i4cp’s Performance
Management series, How High-Performing Organizations Approach
Performance Management, will be released later this summer.