In an August 2005 Workforce Performance Solutions article, Marshall Goldsmith wrote about the best advice anyone had ever given him.  He learned from Dr. Fred Case, his dissertation adviser and boss that “Real leaders are not people who can point out what is wrong. Almost anyone can do that. Real leaders are people who can make things better.”

I think this is good advice to consider when preparing a performance plan and carrying out subsequent performance discussions.  The performance plan acts as a working document that can be referred to throughout the year.  This documents acts to not only track performance, but also to support continuous improvement.  

Performance planning can include the following steps:  

-Identification of the main responsibilities of a job using the job description and other company documents as a reference

-Creation of a planning document (by the manager and employee) that contains both short and long term aligned goals using the SMART format

-Documentation of how goals will be met and how success will be measured

-Identification of the necessary resources (such as learning opportunities) that will help the employee succeed

Both the manager and employee should walk away from a performance planning meeting clear on the year’s goals, job expectations, how the goal will be met and measured and how they link to organizational success. An example of a development planning meeting checklist is visible on the Wayne State University Website referenced below.

Revisiting the performance plan on a regular basis allows the manager and employee to assess progress and make any necessary adjustments. Since both business conditions and requirements will change – as will an employee’s skills and abilities – plan updates are often necessary.

The process is ongoing, as implied by the following definition. According to the National Institute of Standards and Technology, “Performance management is the systematic process of  

- Planning work and setting expectations,
- Continually monitoring performance,
- Developing the capacity to perform,
- Periodically rating performance in a summary fashion, and
- Rewarding good performance.”

Continuous conversation is supported by ongoing observation and regular documentation. If direct observation is impossible, sales reports, employee feedback and other sources of information can provide some of the necessary data. Every manager needs to stay up to date about conditions impacting the performance of each of his or her employees.

What planning methods do you find work the best?

References:

Goldsmith, Marshall. “The Best Advice I Ever Received.” [i]Workforce Performance Solutions, August, 2005, p. 2. 

National Institute of Standards and Technology, Human Resources Management Division. “NIST Performance Management Program” [www.nist.gov], February 11, 2005. 

Wayne State University. “Performance Planning and Development Program Meeting Checklist” [www.hr.wayne.edu]. Obtained March 3, 2008.