| Organizational excellence, in the face of fierce | | | | whatsoever. |
| competition, is all but an accumulation of excellence in | | | | On a continual basis, it is important to create a culture |
| employee performance. This is the most critical | | | | that is performance oriented, and so that each and |
| attribute of 'brand value', be it a product or service | | | | everyone in the organization feels it essential to |
| environment... Excellent ideas and innovation, which | | | | perform and contribute. And it is even more important |
| happens when an atmosphere of creativity and | | | | to create a culture that trains the people towards this - |
| excellence is fostered, take the organization to a level | | | | accomplishment of their own goals, and the overall |
| of performance, way above the competition. | | | | organizational goals. |
| While employee engagement has also much to do | | | | Besides the actual performance management |
| with softer niceties, performance management is an | | | | process, it is also important for any business leader to |
| extremely objective exercise and its success hinges | | | | create a system that fosters creativity, encourages |
| on the employees and the team perceiving it to be | | | | the best performers, and likens them to organizational |
| objective and not otherwise. | | | | heroes... In whatever way... it is impossible to avoid a |
| To communicate to the employees that these would | | | | bias towards performance; at best you can only |
| be the measures of performance, along with the time | | | | prevent an overt showcasing of performance. |
| frame and the scale of measurement makes them | | | | In the case of below par performers, but those who |
| feel that the exercise is in their and organizational | | | | have the potential to yet deliver the best, a rigorous |
| interest. | | | | program that focuses on their performance pain areas |
| Performance management is just not about the annual | | | | and overcoming them is needed. This has to be |
| hikes and appending benefits; it is about making all the | | | | system built, engage the manager and the leader, and |
| stakeholders - the performing stakeholders - realize | | | | be a continuous and consistent program - each |
| where they stand vis a vis the organizational goals, | | | | milestone towards achieving the performance |
| and even their own individual capabilities. Another good | | | | correction goal is documented as much as it can be, |
| nomenclature for performance appraisal can be | | | | and the same be used for any situation that can be |
| 'employee capability matrix' - making each and every | | | | similar... |
| single member understand and appreciate where his | | | | In the case of those at the bottom of the pyramid of |
| capabilities have been, vis a vis the overall | | | | performance, a strategy needs to be in place to |
| performance of the organization. | | | | explore the reasons, see if it possible to bring them to |
| It is paramount to communicate the goals of the | | | | the highs of the pyramid. In case the same cannot |
| performance appraisal process, involve everyone in | | | | happen - it may not be just the employee's reason, but |
| evaluating them on a common scale, and jointly signing | | | | an issue of larger competencies in place, and not being |
| off the course of action needed post the exercise | | | | in the right place to hone his or her own skills etc... - |
| which pegs each and every individual somewhere in | | | | Then, the option would be to communicate the same |
| the organizations' performance matrix. While doing this, | | | | to employees, and part ways in a manner that is |
| every effort has to go into making the process | | | | amicable, mutual, and in adherence to the 'brand values' |
| specific, measurable, and not bring in any biases, | | | | of the organization. |