When many managers hear “managing employee performance”, it is easy to just think of the process of managing poor performance improvement plans, difficult feedback, and sometimes disciplinary action. However, performance management is a much broader process that covers all aspects of employee performance, and it spans the entire employment lifecycle. When done well, good performance management encourages proactive, productive team cultures and allows for quick resolution of any concerns that arise. Managers should become familiar and comfortable with all aspects of the employee performance management cycle to create a strong performance culture in their teams.
Defining Employee Performance Management
The following are key elements of effective employee performance management:
Establishment and communication (verbally and in writing) of clear, detailed goals and performance expectations
Providing coaching, training, support, time, and resources to help the employee succeed
Monitoring and observing employee’s performance across multiple areas—goal-related, behavioral, and job-specific
Providing regular, specific, timely feedback to the employee on their progress toward established performance goals and expectations
Assessing and documenting employees’ performance—both when goals are met and when they are not
Addressing issues in a timely manner when expectations are not being met
Providing employees with regular recognition of achievements and accomplishments
Setting Effective Performance Expectations
Managers should remember that performance goals and expectations may be different than the job-specific duties included in an employee’s job description. While job descriptions include specific tasks, performance goals, and expectations inform how these tasks should be performed and what an employee contributes to a team culture while performing the tasks. Performance management should have an emphasis on the end results desired, and the impact on the team and business.
The SMARTS Goal framework can be very helpful when setting effective performance expectations. This framework outlines that each goal should be:
Specific – give details on the end results expected
Measurable – outline measures that will be used to determine when a goal is met
Achievable – must be a realistic expectation
Results Oriented – goals and expectations should focus on the end results desired
Time Bound – identify deadlines and milestones
Stretch – some, but not all goals, may present a challenge to support professional development
Example:
Job duty: Create documents and reports
Performance expectation: Accurately create documents by the specified deadline and in accordance with the format used by the department. All documents should be spell-checked, proofread, checked for grammatical errors, and corrected before submitting to the requestor.
Providing Feedback on Employee Performance
Giving employees regular feedback on their performance is the number one driver of satisfactory performance - employees cannot fix things they don’t realize are a problem! Regular feedback helps employees understand their progress toward meeting goals, provides recognition for their accomplishments, and enhances productivity and a positive team culture.
Steps to Effective Feedback:
Plan - Review documentation and relevant information, and take down notes on items you want to cover. Managers should consider how they wish to work the feedback ahead of time, as it can be difficult to come up with an effective message in the moment.
Timing - Notify the employee about the meeting. Ideally, line managers should have weekly or biweekly one-on-one meetings with employees to discuss work projects, goals, and other topics. Regular 1-on-1s can be an excellent venue to provide feedback.
When providing challenging or difficult feedback, consider if there are other things going on with the employee that may make it more difficult for the employee to receive the feedback. For example, if an employee has recently returned from sick leave or suffered a loss, consider that these aspects may impact their ability to positively receive feedback and consider moving the meeting to a different time.
Set the Tone - Establish a setting conducive to dialogue. Emphasize the positive; evaluate performance, not the person. Avoid distractions during the meeting.
Give Specifics - Identify specific actions and behaviors where expectations were and were not met. Give specific examples wherever possible.
Encourage Dialogue - Engage in active listening, and allow time for questions and clarification.
Coach - Offer recommendations and guidance, and allow for flexibility in how an employee may choose to approach their goals.
Set Goals and Plan for Follow-Up - Use the SMARTS framework to identify specific areas of growth.
Summarize and End on a Positive Note - Summarize important points and action plans, and whenever possible, end with a moment of encouragement or positivity.
Document Feedback - Create a brief written summary of the feedback meeting which includes: the date of the meeting, where performance expectations were and were not met, topics covered, action plans, and any follow-up activities. Accurate documentation is a good foundation for future employment decisions.
By engaging in regular feedback sessions with employees, managers can create a positive performance culture and ensure that employees are performing to both their own highest ability and the most critical needs of the business.