Digital organizations are all about information savvy, adaptation, people-centricity, high- performance, and speed.
Performance management is not an isolated management discipline, but a holistic approach with a right set of methodologies and practices via connecting multidisciplinary management dots to tell the full story with business context, to ensure that the business as a whole is superior to the sum of its parts.
A self-assessment/evaluation gives the employee the opportunity to self-reflect “who they are”: Self-evaluation helps individuals in taking ownership, responsibility, and keeps focused. It is highly important that any employee and person self-reflects and be able not only to describe what they are able to do but also to reflect in a constructive manner how anything could be done in a different way even if a process has been successful.
Individually, self-management is about knowing and comprehending how you can manage emotions and behaviors, recognize what is best to think and do, to cultivate creativity and innovate. The purpose of self-reflection, self-assessment, and self-improvement performance cycle is more about inspiring authenticity; growth mind, engagement, trust, and innovation. Self-evaluation helps individuals in taking ownership, responsibility, and keeps focused. This also ensures the alignment and cascading of organizational goals to individual goals…
Performance is accumulated daily achievement; potential is about future performance worthy investment: Performance Management System (PMS) is a working tool that improves performance/ productivity within an organization. The holistic performance management approach means to well align the strategic level of measures with operational level metrics and manage business performance as an iterative management continuum. Most organizations fail to manage performance effectively because they only focus on assessing past performance, a robust performance management system needs to be more future-oriented, people-centric, output-driven, to enhance a performance improvement-potential discovery continuum.
In reality, performance issues can be caused by “mismatch.” The role and expectations are not aligned with the person’s skills and ability, in which case training can help, or perhaps there is a more suitable role for the talent; or culture “misfit.” Should employee performance assessment be based on mindset, behavior or outcome? Behavior and outcome are not, or should not be mutually exclusive, you need both and they need to be aligned. Performance is more about the future, not only about managing performance to “keep the lights on,” today but more importantly, ensuring future performance worthy investment. Inspiration and motivation are the good pairs to act in the right direction and achieve a sustainable result.
Senior executives are more interested in “value realized” by the organization than the “value delivery” by the team. Performance management is not an isolated management discipline, but a holistic approach with a well set of methodologies and practices by connecting multidisciplinary management dots, to ensure that the business as a whole is superior to the sum of its parts. Good organizations do follow a process and tick the boxes. Better organizations measure important performance issues as they go along, adjust the plan/objectives/goals as and when required.
Digital organizations are all about information savvy, adaptation, people-centricity, high- performance, and speed. Performance Management is both art and science. There are a lot of additional parameters, correlations, and context that should be taken into account as digital transformation is dynamic, complex and holistic. The ultimate goal of performance management is to implement business strategy effectively through well defining the right set of measures at both strategic and tactical level, to achieve tangible business results.
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