Juclyde C.

Cababat
MM 214- Performance Management
Wednesday 6:00-9:00 pm

Our Office Performance Management: "What's in it for Me?"

Our traditional performance management processes have been a bit of outdated

system which needs to be overhauled or replace by a new one. Head of office and
employees are frustrated with antiquated processes that don't reflect the changes
happening in today's workplace, especially when it comes to proper variation of
workloads and technology adaptation.

But before our office can have a conversation about modifying existing processes, it's
important to take a look at what both office head and employees have to gain in the
performance management process. For performance management to be successful,
everyone needs to ask the question, "What's in it for me?" - also known as the
WIIFM.
Successful performance management needs everyone to ask: "What's in it for me?"
According to several articles I have read, performance management and
performance appraisals are two different things. Performance management is the
companywide process of discussing business performance, goals and work.
Performance appraisals are a piece of the performance management process focused
on an individual's contribution. Often, the performance appraisal is the most visible
component of our organizational performance management.

Employees and office head have a vested interest in the performance appraisal
process because it impacts the company's performance management process.
Ultimately, it's the performance management process that links directly to
organizational goals and the bottom-line.

When it comes to performance management, the performance appraisal serves a

valuable role for both office head and employees. Sometimes it's true that
performance appraisals are often a factor in determining for promotion
recommendation. But sometimes it is not applied and overlaid by favoritism and
political factor. The word “Whom you know” most of the time comes first rather
than “what you know” and “what you have contributed. But supposedly on a
strategic level, the goals of the performance appraisal connect to office goals and
initiatives. Here are three examples:

Confirm current performance levels

One of the first things that a performance appraisal does is reflect on current
performance levels. We know performance conversations aren't supposed to be a
surprise. For the employee, this part of the appraisal conversation provides
confirmation that they are meeting office expectations.

Office head should be taking advantage of this opportunity to find out about their
own performance. Managers can ask what they are currently doing that helps the
employee perform at a high level. They can also find out what more they can do to
help the employee improve their performance.

Set performance goals

After the conversation about current performance, it's time to talk about the future.
In theory, the office goals should be the office head goals; and the office head goals
should be the employee's. Drawing a clear line of sight between employee goals and
the office is essential for employee engagement, motivation, and productivity.
Employees should understand what is expected of them and why.

Office head will want to make sure that the employee's goals align on several levels.
First, it's important to find out if the employee is willing to embrace the goals being
discussed. Next, as an office head, the goals must align with your performance goals.
Otherwise, how will the office achieve their goals? Lastly, office head need to step
back and make sure they are able to support the goals being discussed. If the office
head cannot support the employee's goals, then they are setting the employee up for
failure.

Understand future career aspirations

So far, the performance appraisal conversation has focused on the immediate past
and present. Now, it's time to talk long-term. In order for the office to continue
having performance management success, they need to know where employees
want to be (career wise) in the future. Employees need to share their career goals and
the steps they would like to take to achieve those goals. And immediate promotion
must be applied properly to deserving personalities for them to receive their
rewards in a just time.

In turn, office head needs to monitor these conversations to ensure that employee
goals and office goals are in alignment. If they're not, then additional discussions
might be necessary to keep the employee engaged. Employees are smart and they
will often stay engaged with office, even when they have no long term future,
because the office is open, honest, just and allows them to learn.

Regardless of your existing performance management processes, office head and

employees should have the same clear goal of helping the office succeed. That's why
the fundamental components of a performance appraisal conversation are important
to office head and employees. Not only because they fulfill an internal process for
succession planning or compensation. The performance appraisal conversation fills a
need in the performance management process. It establishes the expectations and
support for the organization to accomplish its strategy.