A polished performance (advice to managers on how to carry out performance management on employees that are showing signs of not being able to cope)
Article Type: Abstracts From: Human Resource Management International Digest, Volume 19, Issue 4
Russell K.Accountancy (UK), January 2011, Vol. 147 No. 1409, Start page: 41, No of pages: 2
Offers advice to managers on how to carry out performance management on employees that are showing signs of not being able to cope with the standards required by their job. Lists the key components of successfully managing performance to embrace: setting and communicating standards; regular feedback;and correction where needed. Offers practical examples of fictitious cases of performance management conducted with employees. Sets out the first steps in the process, involving: sticking to facts and avoiding expressing personal opinions;being specific, avoiding vague statements; avoiding generalizations; asking open questions; listening actively to what the employee has to say, and taking it on board; ensuring that the tone is friendly and not accusatory; using positive words such as “improvement” and “achievement”, rather than negative words such as “failure” or “weakness”; focusing the discussion on future improvement rather than on past inadequacies; and always checking for understanding. Concludes that, once both parties have agreed to precise improvements, the following should be applied: agree a process to keep both parties informed of progress, and diarize follow-ups; be specific about it in the performance improvement plan (PIP); build in a date for an interim performance evaluation to assess the employee’s progress; include the employee’s suggestions in the PIP; list the positive outcomes of successfully completing the performance improvement plan, along with the negative consequences of failing to meet performance criteria; ask the employee to date and sign the PIP; note that the process of encouraging the employee to improve his performance starts at the informal stage; review at weekly intervals; and give enough time for the employee to improve.ISSN:0001-4664Reference: 40AE256
Keywords: Performance management, Employees, Performance appraisal, Human resource management, Employers, Organizations
