Process

Although the performance appraisal will look different for any organization, the process it summarizes is standard. The output of the process is the results attained and the input is the set of expectations that is defined in the form of goals and objectives. Typically an employee, or in some cases a team of employees, would be expected to develop a plan for accomplishing these expectations and then execute the plan. The plan would define what needs to be done and the necessary timeframe. Simply put, this is the work of the employee(s) and the formal review will evaluate the performance of that work against the goals or objectives established up front. Based on that process flow, it is understandable how managing performance has historically been referred to as planning, organizing and controlling. Plan the work, organize people to do it and put in place controls to evaluate performance.

Control vs. Alignment

For many people, the idea of controlling comes across as a negative connotation; the concept is perceived to be or feel constrained, restricted and limited. Performance management is not about controlling people, it is about controlling the work toward the results we are attempting to attain. It is only when we run into significant performance problems that controlling people becomes part of the process.

What we are really talking about is creating alignment. We want to ensure the work being done and the results attained are aligned with the expectations we have. We are not controlling people; we are aligning them. When we are monitoring and evaluating and providing feedback and coaching, we are ensuring performance is under control.

Our management style or how we give feedback and coach will have a big impact on whether our team members feel like they are being controlled or work is in control.

As a manager, I want my team members:

• Monitoring work performance and evaluating progress
• Creating feedback and keeping each other informed
• Learning from past performance and making appropriate changes as needed
• Taking ownership for the results attained

Accountability through Empowerment

The demonstration of such behavior signals the ability of team members to take accountability and manage their own performance. As a manager, that allows me more time to handle the aspects of my job that often get put on the back burner. I can think more about new opportunities, developing more of my team members, and generally focusing on the future.

Performance management also is linked to the popular idea of empowering others. When we use the term empowerment, we are referring to the willingness of an individual to take authority or personal action in order to ensure the success of some agreed-to result. A team member displays the competence and commitment to achieve the results required to meet a specific expectation. The manager has a high level of confidence that the individual is capable of deciding what needs to be done and willing to overcome any obstacle to achieve the desired end results. An empowered team member is literally managing his or her own performance.

As managers, we should think of performance management as a total process. When we do, we bring to bear all the elements that provide real and meaningful information, making the performance appraisal discussion a valuable tool for both the employee and the organization.

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