NAME: Arslan Ghias

CLASS; MBA 4

ROLL NO; L-21200

SUBJECT: Performance Management

INTRODUCTION:

Culture is the learned assumptions on which people base their daily

behaviour, “…the way we do things around here.” Culture drives the
organization, its actions and results. It guides how employees think, act and
feel. It is the “operating system” of the company, the organizational DNA:

FACTOES FOR HIGH PERFORMANCE CULTURE:

1. System Buy-in and Motivation

Since employees take cues from their managers, change and the likelihood of
sustaining it will rest solely on the buy-in of your organization's key
stakeholders. If there is even a shred of doubt regarding the benefits, no
amount of persistence will help. Leaders must see that continuous
performance management is worthy of their time, energy and resources.

Buy-in comes from clarifying intentions and expectations (why). Motivation

comes from effectively communicating the vision and the business impacts
of improved organizational performance (what's in it for them).

2. Feedback-rich Culture

Having more regular conversations on performance is far easier in

environments where people are already accustomed to giving, receiving, and
 seeking feedback. Although many organizations say they are feedback-
friendly, the truth is many managers aren't trained or held accountable for
giving feedback. Like buy-in and motivation, the tone needs to be set from the
top.

3. Goal-Oriented Culture

It's difficult to have regularly scheduled performance conversations in an

environment where goals, and how those goals are aligned with the
company's mission, are ambiguous.

Goals are not only important for structured performance meetings, but also
for providing meaningful feedback that sticks. Feedback outside of the
context of goals is less effective.

4. Quality Relationships

The more employees and managers trust each other, the more effective
performance conversations will be. To build trust, managers should:

 Show and portray a level of confidence in the employee's ability to reach

their goals, learn from feedback, and develop their skills sets.
 Reward and appreciate employees for making improvements and
contributions.
 Be transparent and consistent when recognizing and reviewing
employee's performance.
 Be cognizant of tone and ensure that conversations remain encouraging
and supportive.

5. Training on Giving/Receiving Feedback

There comes a point when your top performers are looking for the next step in
their careers. In fear of losing them, many organizations promote employees
based on non-managerial skill sets. However, putting performance
management and feedback responsibilities in the hands of the ill-equipped
could significantly affect your employee's morale.

Make sure your managers receive training on how to be effective coaches and
provide them with tools to support the process.

6. Transparency on Talent Decisions

To mitigate feelings of favoritism, hidden agendas, and unjust methods, it's

critical for organizations to provide transparency around talent management
practices. Employees need to know how performance data will be used to
determine career progression, compensation adjustments, and development
opportunities. When employees understand how they are being evaluated,
they'll be more open to discussing concerns impacting their performance.

7. Well-Defined Feedback Systems

Continuous performance management is just that -- continuous. As managers,

I know you have a million other priorities, and that's why there needs to be a
clear performance management structure in place to trigger and enable
managers and employees to have regular feedback conversations. If not, we
all know they will never happen. Also, it's important to have a centralized
system to record key takeaways from these conversations.

8. Ongoing Evaluation and Program Management

Performance management is not just another initiative to be launched.

Because it requires a significant culture change, it must be continuously
monitored and improved. Make sure to keep the pulse of the organization on
end-user satisfaction, frequency and impact of feedback conversations, and
increases in individual/team performance.

CONCLUSION:

High-performance cultures consist of individuals who possess the ability to make key decisions and
own those decisions, leading to increased engagement.