Even the best companies have problems with their processes. Unfortunately, identifying the problems is often a very small part of actually solving them.
In many companies, the performance management process is a great example of this reality. You might know that the way you manage your talent needs work, but for a number of reasons, it is not always easy to find the best way to fix it.
Of course, successful change happens at companies every day. When it comes to performance management, many companies have found a way to commit the time to move from an annual review process to an ongoing performance conversation. The key to their success has been identifying the roadblocks in their way, and sticking to a successful model for developing a tailored solution.
We’ll get to the successful model at the end of the post, but first, think about these potential stumbling blocks before you start to build your own performance management process.
- Lack of Executive Support: No matter how broken your process is, it may not be at all evident to those at the very top. What’s more, it’s possible that the existing system was created by one of them. Regardless, securing their buy-in and forming the consensus for the end goals of revamping how you manage your talent is vital.
- Widespread Ambivalence: A 2012 Achievers poll found that 98% of staff find performance reviews to be unnecessary. With this kind of near-universal opposition, convincing your managers and employees that they can benefit from an enhanced performance management process will not be easy. Fortunately, there are case studies that show the benefits of fostering a performance dialogue. It may be useful to implement a new process on a small scale to create your own case study to help make your case throughout your company.
- Poorly Defined Ratings: Employees that are disenchanted by performance reviews may be confused about the specific behaviors and expectations. Further, if your ratings system is not well defined, managers will have difficulty accurately assessing their employees.
- Infrequent Reviews: Giving employees and update on their performance on an annual basis can stifle their growth and be a drag on morale. However, moving to a system with more frequent check-ins will add meetings and take more time for all employees, especially managers. This additional commitment will be an added challenge to securing their buy-in.
Navigating these and other bumps in the road will be vital for establishing a new performance process. If you need a helping hand to guide you on your way, download our free guide – 10 Steps to Building a Performance Management Process.