Performance management system checklist
A good performance management system contains the following elements:
- Recruit on behaviour and skills; train knowledge.
- Do not accept less than you require.
- Use behavioural event interview questions.
- Consider using in-tray exercises to determine ability to prioritise.
- Check references.
- Use probationary periods.
- Induct thoroughly.
- Induction is the time when the new employee gains their sense of purpose.
- Do not limit yourself to formal face-to-face and e-learning modules.
- Toolbox meetings.
- Quizzes, crosswords, puzzles.
- Work site role plays.
- Forums, online and physical.
- Curated content.
- Design and create measures for the training outcomes you want before designing training.
- Involve your people as trainers.
- Train managers and supervisors to coach.
Coaching and Counselling
- Give fast, accurate, specific and timely feedback.
- Set up formal coaching sessions.
- Use experienced empathetic people in non-supervisory roles as coaches too.
- Counsel for poor performance and poor behaviour.
- The ninety percent of people who do not require counselling will be watching to see what you do.
- Set up formal appraisals no less than annually, preferably every six months.
- Appraise against quality, quantity, job knowledge, initiative, reliability, adaptability.
- Have supervisor and employee complete the appraisal and compare.
- Set new goals for next appraisal for everyone.
- Include completion of training as a goal.
- Career plan for those who want a career.
Reward and recognition
- Use rewards that can link directly with the performance in the memory of the recipient.
- For monetary rewards use a salary plus pool system for best results.
- Create a pool of funds.
- The availability of the pool is triggered by a single measure which the team can influence.
- The pool is divided amongst a team using a set of measures which the individual can readily influence.
- Publically recognise performance.
- e.g. League tables for teams, outstanding employee.
- Take care not to embarrass shy people.
- Publish typical career pathways.
- Identify competency development required along the pathway.
- Consider establishing coaching roles as additional pathways.
- Succession plan for leadership roles and key operational roles.
- Use assignments, project teams and temporary transfers to stretch and train people.