I am working with a company (120 staff)who are in a fast paced, precision production environment. They want to implement a straight forward performance management system that reflects the team environment in which they work. They want it to have a forward focussed approach which drives their development and improvement. In particular they want it to reflect their three core values of quality, speed and customer service. They have no system at present and we are currently focussed on developing a degree of congruency across the business (which is multi site) along with a consistency of management skills - particularly in relation to the management of people.
I have several ideas that I am currently working through but would like to hear from people who have implemented performance managment in a company of this size, people who have experience in future focussed performance managment in a fast paced environment and anyone who has ideas which I can throw in the mix along with my own.
Hilary Morrish Allen
3 Responses
think holistically
I implemented a performance management system in a small company where I was head of HR. The primary issue was about ensuring that the whole thing didn’t turn into a form filling exercise for HR.
It is critical that all your managers/supervisors understand the value of the activity and that they have the committment and the skills to coach for performance improvement.
It is vital therefore to really start at the basics of objectives and skills before moving on to the process and methodology
I’m happy to talk further if you want, rus.slater@btinternet.com
Performance appraisal
You could try the Performace Appraisal Toolkit, created by Glasstap:
https://www.trainingzone.co.uk/cgi-bin/kasbrowse.cgi?action=detail&id=4525
Performance Coaching means empowered continuous improvement
I work with a number of SMEs with performance issues. This is a top-down approach – working with the business decision makers in coaching methods so that they can pass this empowerment to employees.
This is backed up by Key Performance Indicators, embedded in the appraisal and performance benefits system plus group CIP teams driving performance improvement.
Stephen