
Oct 01, 2014
The idea of managing an employee’s performance is a formalised way, according to set benchmarks, is highly controversial. Mostly I believe it is poorly understood as a system, and poorly implemented and utilised. There are a few controversies to consider. On the one hand, a performance management system is considered a measured and supportive means of setting goals with subordinates and tracking, and providing feedback on, their progress. On the other hand, critics believe that the system is nothing more than an administrative nightmare which befalls them once a year, with the accompanying flurry of meaningless paperwork and hastily convened meetings with employees, to obtain perfunctory information and a signature to say that the “review” has been conducted. Ironically, I believe that the way forward points to the performance system being the day-to-day way of managing employees. This has three benefits and they are:- Constant, progress towards KPI’s, in line with organisational goals;
- Regular, scheduled, mini reviews to ascertain what’s on track and what needs support to bring the task back in line;
- Establishing and enhancing the rapport between the supervisor and subordinate, as well as providing a valid and transparent process which benefits the employee, supervisor and the organisation.
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