Performance management Framework
As organizations try to execute business strategies, focus employees on work that matters, hold people accountable, pay for performance and measure the return on their intangible assets, HR processes continue to be revisited and revamped. Technology has become the great enabler, but unfortunately, it can’t solve the challenges inherent in many performance management approaches.
Alignment with your business and cultural drivers. Despite an increase in systems that link strategy-driven goals, our research indicates that as few as 19% of employees have priorities linked to a clearly articulated business strategy. And rarely are employees held accountable for living the organizational values that define a sustainable organizational culture.
Coaching for engagement and performance. Repeatedly, we hear that it’s the managers who make or break the system. They have a significant impact on employees’ clarity of focus and commitment. They’re often well intentioned, but don’t always have clarity themselves – or the coaching essentials to pull off meaningful conversations. And those “mid-year” check-ins? Theory only in most organizations.
Employee ownership and development. Ultimately, it’s all about the work – the results – of your employees. Yet employee development tends to be relegated to half a page or those theoretical mid-year conversations.
Organizational performance philosophy
The University of California, Berkeley, is committed to a performance management system that fosters and rewards excellent performance. Effective performance management aligns the efforts of supervisors and employees with departmental and campus goals, promotes consistency in performance review, motivates all employees to perform at their best, and is conducted with fairness and transparency. The employee, the supervisor, and the University are critical members of a partnership that ensures performance planning, review, coaching, and development....