Ma. Abegail B.

Alondata Performance Management

IV-AMA Prof. Lesil Artista

REFLECTION PAPER

A company's strategy is a road map that helps each employee understand the
goal of their work and the expectations set on them. Each successful strategy must be
complemented by a detailed implementation plan that outlines responsibilities and
performance indicators. There are also few metrics used as a tool in the evaluation in
auditing like being ahead of time in the tasks. They also do performance coaching to
improve the overall performance as a team but on the negative side, it doesn’t focus on
the performance of the staff.
The most common that the company face is the frequent lack of access to the
trustworthy data that are required to make management decisions. This is due to a lack
of coordination and reflection of key indicators across several management systems,
such as strategic or medium-term planning, budgeting, or financial.
According to the talk they developed a management system to help company become
more efficient. The purpose of this approach is to boost staff efficiency and production
by changing behavior and implementing specific tools and processes, all while instilling
an empowering organizational culture. Employee development, performance
management, problem solving, and employee engagement are all part of the initiative.
One of the assessments is the periodic assessments, on the other hand, this is a useful
approach to review an employee's performance and invest in their future. The employer
should provide well-defined goals and objectives as part of the appraisal process so that
the employee knows exactly what is expected of them in the following year. An open-
door policy can benefit both parties by allowing staff to get constant feedback
throughout the year. It's critical to have these conversations, whether it's in the form of a
mid-year review or ongoing feedback, especially when the employer detects that an
employee's performance isn't up to par. The person can alter their performance and turn
things around by not waiting until the end of the year for the final evaluation. It is
important to organize feedback sessions and open dialogues with your employees to
foster a climate of trust. When an employee fails to match the required level of
performance, it is critical for the employer to identify the underlying causes so that they
may assist the person in improving their performance.
In conclusion of what I have learned, Managers no longer have the ability to lead from a
position of command and control. Employees in today's high-performing teams must
take responsibility for their own performance and act independently to improve their
talents. Rather than being evaluators, managers should become coaches. Workers
today demand to be held accountable for their actions, as well as coaching,
development, and regular feedback. Examine the performance management process to
determine whether it still drives performance today or is only a relic of the past. A
transition from "assessment" to "development and performance improvement" will yield
noticeable gains in many circumstances. Employee retention and workforce
competency are important markers of business success in today's world; thus the
performance management process should focus on continual coaching and
development rather than competitive evaluation. Managers who provide regular
feedback and opportunity for improvement are considerably more likely to have high-
performing teams than those who rely on annual rankings.