The performance of your people can only be as good as the standards to which they are held accountable. If those standards are unclear, unrelated to the job, and inconsistently applied, then you are not realizing the full potential of your people and organization. An effective performance management system is not just a system for accountability, but provides clear focus and direction for your employees.
TLG can help you build an effective performance management system that is structured and aligned to the competencies and requirements of each job, for each function and level in your organization. TLG will validate all performance management tools and processes to the requirements of the job, to ensure job relatedness and defensible decisions that result from your performance management system (e.g., promotions). Turknett will also provide training to all users of the system to ensure consistent application and minimize bias.
TLG uses an approach that combines competencies with behavioral scoring standards to ensure objectivity and equity across the organization. For example, let’s assume that the competency Judgment is identified as an important competency for all positions within your organization. One of the behavioral anchors for Judgment could be:
- Uses data and facts in order to make day-to-day decisions and involves others as needed.
This behavior not only helps define the competency, but is written at a certain level of performance, in this case “Satisfactory” or “Meets Expectations.” Behaviors at other levels of performance might look something like this:
- Below expectations: Relies on hunches rather than data and facts to make day-to-day decisions; makes most decisions on own without input from others.
- Exceeding expectations: Uses data and facts to guide decision making for the short and long-term; solicits opinions from key stakeholders including across functions.
This is an example of a single behavior at multiple performance levels. This same process would be used for each behavioral anchor. Typically 4-6 behavioral anchors are identified for each competency, with parallel anchors at each performance level.
As you can see, outlining the behaviors for each competency at each performance level provides a clear roadmap for every member of the organization to understand what is expected of them and how they can improve. Further, it provides a standardized process that ensures all managers rate employees fairly and objectively, rather than through narrative summaries or vague rating scales based more on opinion than objective standards. Finally, a system such as this is more likely to hold up in court should your performance management system ever be legally challenged.
Objective goals related to specific job expectations (e.g., sales quota) can also be included and validated to the requirements of the position.
“If you can’t measure it, you can’t manage it.”– George Odiorne