At the outset, I wish to re-emphasize that performance appraisal is not performance management. Sadly organizations only implement performance appraisals with gusto and vigor. Employees will engage only when they sense they can win in their job. It does not matter which process you use for performance management, but it is the most essential component for organizations success irrespective of its size. Managers must become sensitive to this aspect and appreciate that the employee performance is their responsibility. As long as the attitude is right, any employee can be developed. The rst step is to realize that a lot of work needs to be done on molding the employee identity in line with the job role. Thus, the job must be clearly denied in the eyes of the employee. Once that is done, then leverage on the person’s strengths and capabilities. There is no point investing in turning around weaknesses, it only damages the self-worth. Once you leverage on the strengths, it is essential to develop a growth plan both at competence and career level. Managers must create the environment for the strengths to get deployed and create success for their team members.
You can never get a ready to deploy employee. The idea is to ensure that the employee amplifies his strengths through the task environment. This again is rarely practiced. We still believe in the concept of flogging a dead horse.
One other aspect of performance management is to understand that beyond two years the employee will not peak in performance. Change is essential and mandatory. The job must, therefore, undergo change. Mastery of skill creates boredom. To remain engaged, creative juices must flow. Thus the job must be challenging. It is the manager’s responsibility to make the job creative and challenging. All in all performance management is getting the best out of the person. It requires exemplary people skills. Managers must evolve as coaches only then performance can be effectually managed. Needless to say, a coach effectively engages the employee because he is the architect of the employee’s success.