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performance management

Make Performance Management Part Of The Daily Conversation

performance management

More and more we are seeing a shift away the annual appraisal system. It can be a costly and timely exercise. Where they are done due to process, employees can end up feeling dissatisfied rather than more engaged. Performance management is increasingly deemed to be an ongoing process and not an annual event.

 

An employee can easily go on the defensive when something is brought up at their annual review that was never mentioned to them before. Likewise the employee could highlight issues to the manager, which if given the opportunity could have been discussed and resolved months earlier. Performance management can only truly be effective when it becomes part of an organisation’s and its employee’s daily actions.

 

The new method of performance management is to foster an ongoing culture of informal and spontaneous performance reviews through ongoing feedback, coaching, support and guidance. This can be done in conjunction with a more formal process which will avoid any bombshells dropped by either party at an annual review. It is now rather a continuation of an already ongoing conversation.

 

Pre-requisites of ongoing performance management:

  • Establish clear goals. This should happen at induction and be repeated on an ongoing basis.
  • Coach along the way, identify weaknesses and areas for development, recognise success and encourage conversation.

 

Golden rules of giving feedback:

  • Constructive feedback is always more effective the closer it is to the event. The risk of waiting for a formal review is the possibility of the employee resenting that they were not told earlier and given the opportunity to improve. They could also continue with the ‘wrong behaviour’ in blissful ignorance. Equally positive feedback can reinforce the right behaviour and really motivate staff.
  • Give specific feedback, don’t be vague. Explain the consequences both positive and negative, of doing the job correctly or incorrectly.
  • Is this the right setting, do you risk embarrassing the employee if it is in front of others? Would a private setting be better? The employee needs to know that feedback is provided to develop them, not to punish them.
  • Are they listening? Do they know what is expected of them going forward? Why not check by asking them to tell you what they will do from here on going forward and see if their answer is in line with what you had in mind. If it differs do you need to adapt?
  • Collaboration – Listen Listen Listen! Why does the employee feel there has been poor performance? What suggestions do they have for improvement?

 

Benefits of effective performance management to an organisation include:

  • Hold on to your top talent! Employees including your highest performers are less likely to leave.
  • Employees are incentivised to perform at a high level.
  • Empowered Employees! A culture of employee accountability is fostered. As the employee becomes more independent, learns more skills and takes on greater responsibility the management job becomes easier.
  • Identify problem areas quicker. Poor performance can be identified and improved.
  • Your customer will have a better experience.
  • Employees will be more motivated when they have been coached and received feedback.

 

No matter what terms are used to describe it: coaching, feedback, goal setting, measuring performance, development etc., the common trend is that companies are striving to make performance management ingrained in the daily culture of the organisation and the actions of its employees and management. This may or may not be coupled with a formal annual appraisal system, with or without a ratings system. Either way increased two-way ongoing communication should lead to a more open and honest relationship between a manager and their employee, a workforce that are motivated and understand their role within the larger organisation as well as a more productive and effective performance by the individual, the team and the company.

More and more we are seeing a shift away the annual appraisal system. It can be a costly and timely exercise. Where they are done due to process, employees can end up feeling dissatisfied rather than more engaged. Performance management is increasingly deemed to be an ongoing process and not an annual event.

 

An employee can easily go on the defensive when something is brought up at their annual review that was never mentioned to them before. Likewise the employee could highlight issues to the manager, which if given the opportunity could have been discussed and resolved months earlier. Performance management can only truly be effective when it becomes part of an organisation’s and its employee’s daily actions.

 

The new method of performance management is to foster an ongoing culture of informal and spontaneous performance reviews through ongoing feedback, coaching, support and guidance. This can be done in conjunction with a more formal process which will avoid any bombshells dropped by either party at an annual review. It is now rather a continuation of an already ongoing conversation.

 

Pre-requisites of ongoing performance management:

  • Establish clear goals. This should happen at induction and be repeated on an ongoing basis.
  • Coach along the way, identify weaknesses and areas for development, recognise success and encourage conversation.

 

Golden rules of giving feedback:

  • Constructive feedback is always more effective the closer it is to the event. The risk of waiting for a formal review is the possibility of the employee resenting that they were not told earlier and given the opportunity to improve. They could also continue with the ‘wrong behaviour’ in blissful ignorance. Equally positive feedback can reinforce the right behaviour and really motivate staff.
  • Give specific feedback, don’t be vague. Explain the consequences both positive and negative, of doing the job correctly or incorrectly.
  • Is this the right setting, do you risk embarrassing the employee if it is in front of others? Would a private setting be better? The employee needs to know that feedback is provided to develop them, not to punish them.
  • Are they listening? Do they know what is expected of them going forward? Why not check by asking them to tell you what they will do from here on going forward and see if their answer is in line with what you had in mind. If it differs do you need to adapt?
  • Collaboration – Listen Listen Listen! Why does the employee feel there has been poor performance? What suggestions do they have for improvement?

 

Benefits of effective performance management to an organisation include:

  • Hold on to your top talent! Employees including your highest performers are less likely to leave.
  • Employees are incentivised to perform at a high level.
  • Empowered Employees! A culture of employee accountability is fostered. As the employee becomes more independent, learns more skills and takes on greater responsibility the management job becomes easier.
  • Identify problem areas quicker. Poor performance can be identified and improved.
  • Your customer will have a better experience.
  • Employees will be more motivated when they have been coached and received feedback.

 

No matter what terms are used to describe it: coaching, feedback, goal setting, measuring performance, development etc., the common trend is that companies are striving to make performance management ingrained in the daily culture of the organisation and the actions of its employees and management. This may or may not be coupled with a formal annual appraisal system, with or without a ratings system. Either way increased two-way ongoing communication should lead to a more open and honest relationship between a manager and their employee, a workforce that are motivated and understand their role within the larger organisation as well as a more productive and effective performance by the individual, the team and the company.

 

Posted by Recruitment Consultant, Sigmar on 7 December 2017

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Resignations Surge in September as Offices Re-open

Resignations Surge in September as Offices Re-open

Main Points Q3 record breaking recruitment placement results Highest in 20 years, peaking in September Up 44% for same period in 2020 Job orders in the first half of October are trending higher than any previous single month in company 20-year history The Talent Shortage Economy: Recruitment (for on-site labour and remote skills) is the single biggest threat to the Irish economy War for talent now being fought on two fronts: Battle for Retention internally and the Skills Struggle externally    “The Great Return is causing a Mass Exodus. The reopening of offices in September has prompted a new surge in resignations as Ireland now faces a Talent Crisis. Employers are increasingly requesting in-office presence and Employees are voting with their feet..” says Robert Mac Giolla Phádraig, founding director Sigmar Recruitment:   Sigmar Recruitment today reports a record high number of job placements for Q3 (July, August, September) 2021, up 44% on the same period 2020. The figures released today top previous results recorded in Q2, 2021, with September recording the best single month ever in the 20-year history of Sigmar. Job orders in the first two weeks in October are trending higher than any single full month in the company’s 20-year history.   The first half of the year saw strong, consistent growth with job placements, peaking initially in May. Summer months remained as strong, peaking once more in September. Robert Mac Giolla Phádraig, founding director of Sigmar believes that the request to return to the office in September has caused employees to revolt, as they do not wish to return to pre-pandemic conditions and practices..   Commenting on the tightening of the labour market, Mac Giolla Phádraig says: “Demand for talent has remained at an all-time high for the second quarter in our 20-year history. It was somewhat unusual not to see demand abate over the summer months. Indeed, demand continued to increase over the summer, resulting in September’s record results. The rate of job requests  in the first two weeks of October is unprecedented, indicating continued in Q4 and raises the question of the sustainability of talent supply.   “Remote working has literally opened up a world of new opportunity no longer bound by location which is creating significant churn in the professional skills market. This last 18 months has seen employees demand greater flexibility. The request to return to the office by employers in September has prompted employees to reconsider whether they recommit or resign. Many are resigning.”   Mac Giolla Phádraig likens remote work to long-distance relationships, which in many cases don’t work out. “We’ve gone from “living” with our employees in an office environment to long distance relationships, which often sees commitment recede over time. The context of location also opened up new experiences and possibilities on a scale never before seen. In September, many employers have asked employees to “trial” living together once more, which in some cases leads to a reunion or in others to separation.   "Another factor, on the employee side is that of identity and how what we do makes up part of who we are as individuals. “This last 18 months has asked big questions of us all, mainly how our working lives interact with our lives and how we identify with our working lives. In the absence of a workplace we’ve reassessed the balance between who we are and what we do, resulting in lesser commitment to our working selves and therefore to our employers. Employee loyalty has therefore become increasingly under question with many workers are now committed to the experience of work over the employer, adding further to the current levels of churn.”     Talent Shortage Economy Recruitment for both the on-site and remote talent remains the single largest threat to the Irish economy. Says Mac Giolla Phádraig: ”We are seeing two macro trends converge at once, compounding demand for talent across all sectors – (1) supply of labour and (2)shortage of skills.”   The “high touch economy” for on-site labour in sectors such as construction, logistics, retail and hospitality are currently experiencing severe labour shortages. The disruption to international talent supply chains have caused significant bottlenecks to the supply of labour,  particularly effecting on-site, lower skilled jobs. On-going travel restrictions and pace vaccine rollout continue to impede immigration globally, but as an island nation we are now seeing the impact of this as demand recovers at pace.   The “low-touch economy”, on the other hand, where remote work is viable is experiencing greater churn due to the expansion of opportunity for skilled workers, shift in motivation, identity and desire for flexibility. This is now being experienced more acutely in Ireland as offices re-open and employees now vote with their feet, in choosing to resign over reengaging with employers in many cases. Demand has been particularly strong in IT, Financial Services and Life Sciences.    He adds: “If we thought the war for talent was tough, just wait for the battle of attrition. Retaining workers rather than attracting them is now emerging as the number one challenge for businesses across the globe.”