7 Ways to Humanize Performance Management


It is a fact that is recognized and strongly believed by a lot of companies: the most important asset is a good employee. Companies go out of their way to keep employees happy, motivated, and productive, all because an employee without these characteristics is less of an “asset” to a company compared to those who are. This is where the importance of performance management comes in.


Having leaders as coaches

Performance management systems aim to look for what could be improved, what they need to maintain, and what needs to be changed altogether. Instead of just merely getting these data from pen and paper and electronic surveys and questionnaires, getting your leaders can help too. Although this approach might be tedious, it is more likely to work since they can apply the necessary improvements, adjust what should be adjusted, and get your leaders to connect with their teammates on a more personal level.


Performance reviews as a handicap

Performance reviews isn’t just about documenting what’s great, good, and bad. Sadly, some of these reviews fail to do what matters the most: improve on what needs to be improved and maintain what needs to be maintained. And for this to be truly possible, constant feedback is needed.


Time for a change

If you can see that traditional methods doesn’t work for your company anymore, maybe it’s time for a switch. Considering all the things that doesn’t work and works, customize your performance management program.


Here are some ideas on how you can “humanize” your performance management system ad show your employees you care while maintaining their good performance while under your wing:

1. Conduct on-going coaching conversations: To be able to really help the employee, keep track of his or her performance and check on his or her progress consistently.

2. Ensure feedback is constructive and job relevant: Feedback is supposed to be professional and should help your employee add what’s lacking and lessen what’s too much.

3. Communicate strongly that these conversations are both the employee and the manager to bring topics to the table: Concentrate on what really matters and what should be talked about. Other matters should be discussed on a different occasion.

4. Implement a plan to galvanize employees to have a stronger alignment: This is in terms of what the company lives for and believes in. Align your employees’ beliefs, attitudes, values, and goals to the company’s. This way, everyone will head in the same direction no matter what way anyone prefers.

5. Push advancement opportunities, continuing expectations, and other opportunities: As time progresses, standards become higher and competition becomes tighter. This is why it is important that learning and development be given value.

6. Properly document and outline performance expectations and what good performance looks like: See what works and what doesn’t, and take it as reference for your future use.

7. Establish clear guidelines on what is being rewarded versus not: It’s hard to avoid employees complaining that they are being treated poorly, and unfairly, but if all ground rules are clear, there is justified ground for everything.


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