| If you effectively manage employee | | | | employees improve unsatisfactory performance. |
| performance, you should be doing more than | | | | Provide training or institute other |
| issuing a performance appraisal or conducting | | | | performance-improvement strategies. |
| the requisite performance discussions. You | | | | |
| should be creating an environment that | | | | 10. Reinforce positive performance. Give |
| encourages employees to willingly and | | | | timely and specific feedback when employees |
| continuously give you their best performance | | | | meet or exceed expectations. |
| on an ongoing basis. But how do you create | | | | |
| this kind of environment? Here are 15 | | | | 11. Give employees opportunities to enhance |
| practices to start with: | | | | their knowledge, learn new jobs, and expand |
| | | | their abilities. Encourage participation in |
| 1. Provide information about your | | | | formal classroom training or other types of |
| organization's practices and procedures. | | | | developmental activities. |
| Ensure that employees understand the | | | | |
| "written" and "unwritten" rules. | | | | 12. Eliminate workflow factors that have a |
| | | | negative impact on positive performance. |
| 2. Provide information about your | | | | Consider things like how work is received, |
| organization's programs and processes for | | | | how work is distributed, how work is |
| advancement, learning, and development. Make | | | | reviewed, and how work is approved. |
| sure employees have a clear and realistic | | | | |
| understanding about what it takes to succeed | | | | 13. Eliminate materiel factors that have a |
| and excel in your organization. | | | | negative impact on positive performance. |
| | | | Consider things like functioning of |
| 3. Share your organization's mission, vision, | | | | equipment, availability of equipment, amount |
| and/or values statements. Tell employees how | | | | of work, and type of resources. |
| they help your organization succeed in these | | | | |
| areas. | | | | 14. Eliminate coworker-related factors that |
| | | | have a negative impact on positive |
| 4. Share your organization's strategic goals | | | | performance. Take timely steps to address |
| and group goals. Link employee goals to the | | | | inappropriate comments, behaviors, or |
| achievement of strategic and group goals. | | | | actions. |
| | | | |
| 5. Provide clear performance expectations. | | | | 15. Give employees "ongoing" feedback about |
| Let employees know WHAT you expect, HOW you | | | | performance. Let employees know how their |
| expect it, and WHY you expect it. | | | | behaviors impact the achievement of goals, |
| | | | the workloads of other people, and their |
| 6. Provide timely and appropriate training on | | | | personal workloads. |
| new jobs and tasks. Ensure that employees | | | | |
| receive the requisite instructions and | | | | Performance Management Is A Continuous |
| materials to do a new job. | | | | Process |
| | | | |
| 7. Provide timely and appropriate information | | | | Think about it. You will not likely get |
| about daily tasks, general assignments, or | | | | "continuous" positive performance by giving |
| major projects. Ensure that employees receive | | | | employees "one" performance appraisal and |
| the requisite instructions and materials to | | | | having "one" performance discussion. Instead, |
| do their current job well. | | | | you have to do multiple things to ensure that |
| | | | employees willingly and continuously give you |
| 8. Provide timely and specific feedback about | | | | their best performance. These things involve |
| unsatisfactory performance. Tell employees | | | | giving employees what allows them to do a |
| what went wrong and what they need to do to | | | | good job, and eliminating what prevents them |
| make it right. | | | | from doing a good job. That's what |
| | | | performance management is all about. |
| 9. Take timely and appropriate steps to help | | | | |