Performance Management Transformation

Performance Management
Transformation:
Zachary Standridge

Middle Georgia State University

Zachary Standridge, School of Information Technology, Middle Georgia State University

Correspondence concerning this article should be addressed to Zachary Standridge,

School of Information Technology, Middle Georgia State University, Macon GA , 31206

Contact: zachary.standridge@mga.edu
 Performance Management Transformation

Abstract

If you do a search for “performance review” on your favorite web crawling search engine,

your page will be flooded with results and news stories from the top 500 companies using six

sigma or Project Management Body of Knowledge (PMBOK) as their primer or set standard

om how the art of business are conducted. Many companies are stepping out of the shadow of

these monolithic companies and making strides in their own management way.

Keywords: integration, Scope, schedule, cost, quality, Human Resources,

communications, risks, Project Management, Six Sigma

Performance Management Transformation:

Organizations want to improve performance but how can they do that when the

traditional standard is to focus on the process and not the people? Companies today are still

working hard to get out of the old ways which are formal and time line event-driven. The

employees feel a need to separate home life from work life which creates a division of desire

to be there. Using an “Everyday Performance Management”, the focus is on the employee

and not the process Christoffer Ellehuus, (2012). This means that the company has to be more

informal and outgoing and integrating life events into the work place. The work flow of a

management team is as follows: improve expectations and setting, build a culture of coaching

and feedback, simplify performance reviews. In the old industry standard, this can be done by

yearly goal setting, giving feedback only once or twice a year, and since the reviews happen

only once a year this requires more paperwork and documentation The new standard is

engaging dynamic and flexible goal settings, teaching managers to give on going feedback

and streamlining the documentation procedures to the bare minimum needed.

Performance Management is broken but we know how to fix it.

 Performance Management Transformation

No one like Performance management (PM). Employees dread seeing the review team

set up. The management doesn’t want the extra paperwork. If you asked anyone what good it

does, they would be hard pressed to give you a clear and concise answer. When managers

were polled about their feelings on PM, the statistics have shown a negative swing in the over

all attitude. (Corporate Leadership Council,2012).

95% of managers polled were dissatisfied with their PM systems.

59% of employees polled felt as if PM reviews are not worth the time invested and

said they do not receive feedback on what to improve.

The hardest part of change is realizing that you are using a broken system. It is

difficult to cut ties when you have invested so many years and manhours into the false idea

that the performance management format will help you. Companies which have based their

forced ranking systems, such as Microsoft, Geico, and Adobe, are slowly starting to come

around to the idea and look for new ways to to accomplish what was actually wanted and so

desperately needed. (Smith KA, Smith O, Cheng R, Schiffel L. )

Changing the PM approach to fit strategic priorities With modern-day complex

work environments changing so rapidly, changing with them is required. The company has to

become more agile. This means finding where you are most productive and getting a better

sense of what exactly you are as a company. The company has to make things simpler while

still doing the same level of performance. This could be seen as just another way of being

agile and rewording something to make it sound different but the company would have to

take it to another level. They have to empower the teams and foster a healthy working

environment. Being agile in essence means expecting, embracing change, and managing the

ups and downs which come with change.

What makes for an effective performance management . Effective Performance

 Performance Management Transformation

management requires just a few principles to make it work correctly. The management has to

know and understand that PM is an ongoing process which cannot be cookie cutter fit to each

situation. Proper PM usage needs to emphasize that it has to be flexible enough to address the

needs of different departments, employee teams, and individuals. (Smith KA, Smith O,

Cheng R, Schiffel L. ) The relationships between the management and employees is the core

strength in proper PM so when the change is needed there has to be allowed a leeway or

space to make that change happen.

 Performance Management Transformation

References

Christoffer Ellehuus, (2012) "Transforming business leaders into talent champions", , Vol. 11
Issue: 2, pp.84-89, https://doi.org/10.1108/14754391211202143
Corporate Leadership Council. (2012). Driving breakthrough performance in the new work
environment (Catalog No. CLC4570512SYN). Washington, DC: Corporate Executive
Board. Google Scholar
Smith KA, Smith O, Cheng R, Schiffel L. Bridge the Gap Between Current Practice AND the
GASB-Suggested Criteria. Journal of Government Financial Management.
2008;57(2):42-47.
http://ezproxy.mga.edu/login?url=http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=32759151&site=eds-live&scope=site. Accessed January
21, 2019.