One of the members of the Performance Think Tank expressed an interest in learning about how to implement a new performance management process. I recommend that the initial effort be focused on the following two areas:

1)       Examining the current performance management process

2)       Defining the purpose behind your performance management system revision or implementation

Both of these steps demand that the individuals who will be using the system are consulted. Considering that each and every one of the employees within a company is affected by performance management, the opinions of many groups must be represented.

1)       Some questions to be considered when current processes are evaluated include:

a.       Are the users happy with the process?
b.       Does it meet individual needs?
c.       Does it meet organizational needs?
d.       How does it suit the “personality” and values of the organization?
e.       What works and what does not?
f.       How can the process be improved?

       
2)       When clarifying the purpose of the process, some of the following questions may be helpful:

a.       What do you want to achieve, both in the short term and in the long term?
b.       Why are you considering a change now?
c.       Which of the following do you want to improve:

i.       Goal alignment
ii.       Goal and performance visibility
iii.       Support for succession planning
iv.       Greater link with the learning process
v.       Increased accountability
vi.       Open communication

Whatever the answers, it is vital to remember that performance management is a process that begins with clear job descriptions, performance planning based upon these job descriptions and corporate goals, regular evaluation and learning support and finally a year end performance appraisal.

Once the necessary information is gathered, the size and scope of the project will become clear. In some cases, only a part of the process may need modification, while in others, the whole system may need re-vamping.

Clarity about the purpose of the process will simplify decision making related to - but not limited to - the the following areas: the type of form used, whether or not 360° feedback will be used, how closely integrated the process will be to other talent management processes, whether or not you identify competencies and whether or not you will use technology. These types of decisions can also be supported with research from outside the organization. Talk to colleagues and advisors who can provide you with examples of systems in use. The ideas gathered can be modified or adapted to best suit your organization. Moving forward, communication and training will play an important role in the acceptance, understanding and use of the system.