performance management cycle

1. Performance management cycle
There are various methods to ensure the effective day-to-day and even long-term
process in an organization. Change is inevitable and managers always look for ways
to see things through. The evolution of these processes paved the way on how we do
business today, from simple banking transactions to mobile modes of financial
enterprise, how it evolved shows the manner in which innovation contributes to
improved services and continuing competitiveness in the market.
Personnel professional management is not a stranger to these innovations, it plays an
active role in shaping how managers relate and do their tasks for improved
productivity and accelerated growth. Foster results with performance management is
one thrust to ensure this belief and ideology. The key is to ensure that goals are met in
a manner that is acceptable, efficient, cost-effective and fully understood by the
members of an organization. The depth and range to which these tools are applied can
be from the simple tasks in the reception area to as far as the year-end planning and
forecast of the company. It involves the constant interaction in the exchange of ideas
between the superior and the subordinates, among line staff members and middle
management, from high-level managers to their support staff. It is continuous
throughout the year and explained to members for focused goal-driven initiatives and
measurable outcomes. From drawing out objectives, determining goals, seeking
feedback on actions done and results review, this cycle is ongoing and constant that
promotes improved communication and interaction among members of the company.
The manner in which solutions to everyday challenges that an organization faces rely
on the ways it has coped with previous tests it had faced. Learning from errors made
certainly diminishes the probability of committing the same blunders in the future.
Performance management starts out in the objectives set forth for the year, this cycle
depends on what is sought to be achieved and the manner management would like to
see it through.
The cycle begins with planning and assessment. The objectives are set, what needs to
be achieved, the means on how to acquire it, and measurable elements to determine its
successful implementation. The organization involves the members in the consultation
on what needs to be done and how the collective thinks it can contribute to making the
vision a success. The consultative process is a proactive interaction that an
organization banks on to ensure that everyone's opinion is given attention and in a
way - valued. By promoting an atmosphere of openness and involvement, the
stakeholders are given an important avenue of ensuring trust and confidence in its
handling of employees, their suggestions and issues they may have that can deter
growth in the company. Exploring and finding ways that these are addressed is crucial
in this initial step in the performance management process.
In setting objectives, the organization intends to ensure that these conform to the
standards it has set forth to achieve, questions that may crop up must be answerable
by measures to ensure that these are met. In what ways can the organization benefit
from it, is it attainable and realistic to achieve, is it relevant and current and how will

2. the management ensure that it can be evaluated for its success. Aside from being
clear-cut, objectives must carefully encompass in words - the intent to which it was
framed. At the onset, it must be clear, highly motivational, and purely intent-driven.
These objectives must specifically zero in on what the company aims to achieve.
Performance dimensions identify actions and behaviors for success. Knowing well the
behavior and coordinated actions that employees will utilize to achieve results and
perform his daily work routine is equivalent to the success and contributor to
satisfactory end results. Though it is not imperative, the focus that the employer puts
in understanding how the workers go about with their daily tasks often leads to more
than satisfactory organizational results. An example would be collaborating on a
project among departments requires weekly accomplishment reports, then involved
employees would know that developing cohesive interpersonal relationships as well
as guided expectations from colleagues are to be expected. Performance dimensions
would rely on which behaviors contributed in achieving the task, time management,
liaising ability and forging ties with other departments are to be assessed in
determining how the objective was met.
There are ways that define performance dimensions, these depend on the job and the
array of set skills and behaviors that an employee brings with him to fully grasp the
breadth of the job description. Often than not, it is clustered into broad terms that
define work roles and functions. These must answer the question on how one acts
when he/she attains a favorable job result, what set of characteristics does he employ,
and how is it relevant for others to emulate. It varies from one organization to another,
an airline company would have a different set of dimensions and parameters to
determine customer satisfaction compared to a manufacturing firm that churns out
goods for distribution to suppliers and vendors. Though it may vary, the general
notion is that it must subscribe to a set of ideals that is acceptable to management and
followed acceptingly by the subordinate.
Defining competencies is a contributor to the performance dimensions, these
characteristic set enlists what able-bodied employees ought to have in order to
function well in attaining the dimensions that were set forth. It may range from
preparing a spreadsheet, planning out year-end targets, knowing how to network with
industry movers to as simple as capability in manipulating office machines. The
desired competencies contribute on how evaluation can take place in the attainment of
these goals as aided by the performance dimensions.
Expectations must be clear from the beginning, it is advised that it be printed in
writing, so that it is well understood by all, agreed upon by the majority and fully
embraced by the members. As a manager, one must know what it is expected of her,
who are tapped to achieve these results and what are ways she can use to maximize
the potential of staff assigned to the department. Observation and the feedback
mechanism are crucial elements in the performance management cycle. It is through
observation that the organization determines the mistakes and positive actions it had
produced it the first place. How would one know that the communication system
using electronic mail is effective if it had not been observed to limit paper usage and
deliver faster results in delivering the message to the company as a whole? These
observations are listed and discussed for improvement measures to be initiated and
applied.

3. An effective feedback mechanism is coaching, it is through this strengthened
communication act that the manager steers the growth of the employee. What is it that
is expected and how the job is expected for accomplishment can only come from
experienced coaches within the organization. The employee must see this an
opportunity for learning, each coaching session, though informal at times, is a creative
learning experience for the neophyte and an added improvement tool for the superior.
The final phase of performance management is phrased and encapsulated in
assessment. It is a perfect opportunity to determine the success of plans laid out for
completion. In the same manner that it will form part of the learning curve and
experience of the employee. The strengths and weaknesses are discussed. It may be a
tricky path to thread, but one must face it with openness and a clear understanding of
expectations to be met. Indifference and dissenting opinions may pose a challenge but
it can also be an avenue for healthy discussion for future organizational plans and
processes. All of which, would not come into play, if assessment were not done in the
first place. Appraisal of one's performance for the year must be objective and free
from personal observations that may be unprofessional in the eyes of an employee.
Veer away from issues that may pose a barrier to ensuring the effective sharing of
ideas and accomplishment. It is difficult to address issues that are not favorable, but
reality dictates that it must be properly addressed. It should not be a torn that will
forever be a hindrance to achieving organizational goals.
Performance management is a streamlined and clever way of ensuring an
organization's evolution into something more than it already is. By involving the
members of the organization, planning out ways to achieve means and success,
constantly monitoring the progress of plans that were identified and ensuring that they
are evaluated in the end - an organization becomes more attuned to the needs of its
members and the general public it serves.
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