The Performance Management System design(process) & product has not been able to keep pace with ever evolving business strategy & its execution; Ram Charan wrote in his book “Execution– The Discipline of getting things done” – the future companies are the ones who will execute well in Strategy, People, and Operations.
While strategy and operations are very well defined the challenge has always been in the crucial link “people” – aligning them is the key to organizational success. Performance Management is a subject where sometimes process’ overwrite people and culture which somehow creates an environment wherein performance of an individual is judged like a beauty pageant, where you are always asked this clichéd question – “Why should you be chosen as the winner and the participants compete as to how they possess superpowers to heal the world.”
With so much cacophony around performance management – at PeopleStrong we call Performance Management System as Performance Enablement, the organizations have to first create an ecosystem for an individual to perform and we call it performance ABC’s driving attitudes, behaviours, and capability. Even if you have best your strategy and process’ in place if your people do not have the right attitude display the right behaviours and are capable to execute their role – growth will never happen.
Performance Management Design Module
enables you to design rules to drive performance management the way you would like to drive in your organization. We believe that one size does not fit all!
Multi Goal Framework – Selectthat works the best for your organization – MBO, BSC, OKR
Define Goal Frequency – Annual , Half yearly or quarterly
Create Rules on creation, approval, edition, planning depth, transparency
Alt Performance gives you the power and agility to design the process best suited to your culture and processes .
Alt Performance is helping companies achieve Faster Outcomes We have heard a lot of leaders talking about lack of readiness in their organization – actually it’s not readiness its fear of change and fuzzy vision of future. So what should be done? Bring the change now, if you don’t your competitor will. These have been are learnings so far:-
Question the design of the performance management framework – it is meant to build leader boards or create an ecosystem for people to perform
Keep it simple – Business imperatives (strategic) next the role I play in achieving them and how I am doing it
Pay for potential – Build the team that will take you to achieve success in future or lives in the past glory?
Feedback – Tell me how can I improve and do my job better now! Not when I have done it
One size does not fit all – Try to make your performance design align to people, not a stiff upper lip
It’s not a checklist – Do not run a process just for the heck of running it, define the core why you need to do it?
Enrol people not force them into a process – enrolment has larger powers and drives accountability
Start from the top – leaders have to walk the talk, there is simply no way out
Highlight and showcase the positive behaviours even if they are low in numbers glorify them for others to see and follow
Make it transparent – there is nothing grey here – it should be either black or white