Getting Managers to Manage Performance Properly

Managers typically back-off from confronting performance which is under-optimum - citing lack of time or a need to get the job done with the resources available.

This approach leads to the establishment of an underperformance norm - frustrating those who see their colleagues "letting the side down" and compromising the effectiveness of an organisation.

Typically, managers will estimate that between 20-50% of the workforce are "marginal", or worse, performers, with a small percentage of "stars" and the remainder "workhorses". Yet they are reluctant to deal with the issue.

Burton OD deals with this by working with managers to identify the performance gap and then provide them with the tools they need to deal with it.

A typical projects runs like this:

Data Collection

Research to identify current competence and potential of the workforce; identification of what management information and targeting is currently available.

Develop Performance Management System

Review of any existing system using input from management and employee users. Pilot revised system with representative groups and evaluate the results.

Train in Performance Management Techniques

Develop the skills of managers and supervisors in identifying and confronting individual performance issues (eg conducting performance interviews, assessing what performance interventions to use, working with conflict, listening and coaching techniques, creating rapport, communicating positively)

Brief Employees on System

Senior team members to outline purpose of the performance management system, including input on the organisational context and goals. Consultant to involve employees in activities designed to prepare them for the system.

Evaluate Performance Management

Review the implementation and outputs of the system and design improvement.