| If you effectively manage employee | | | | employees improve unsatisfactory performance. |
| performance, you should be doing more than | | | | Provide training or institute other |
| issuing a performance appraisal or conducting the | | | | performance-improvement strategies. |
| requisite performance discussions. You should be | | | | 10. Reinforce positive performance. Give timely |
| creating an environment that encourages | | | | and specific feedback when employees meet or |
| employees to willingly and continuously give you | | | | exceed expectations. |
| their best performance on an ongoing basis. But | | | | 11. Give employees opportunities to enhance their |
| how do you create this kind of environment? | | | | knowledge, learn new jobs, and expand their |
| Here are 15 practices to start with: | | | | abilities. Encourage participation in formal classroom |
| 1. Provide information about your organization's | | | | training or other types of developmental activities. |
| practices and procedures. Ensure that employees | | | | 12. Eliminate workflow factors that have a |
| understand the "written" and "unwritten" rules. | | | | negative impact on positive performance. Consider |
| 2. Provide information about your organization's | | | | things like how work is received, how work is |
| programs and processes for advancement, | | | | distributed, how work is reviewed, and how work |
| learning, and development. Make sure employees | | | | is approved. |
| have a clear and realistic understanding about | | | | 13. Eliminate materiel factors that have a negative |
| what it takes to succeed and excel in your | | | | impact on positive performance. Consider things |
| organization. | | | | like functioning of equipment, availability of |
| 3. Share your organization's mission, vision, and/or | | | | equipment, amount of work, and type of |
| values statements. Tell employees how they help | | | | resources. |
| your organization succeed in these areas. | | | | 14. Eliminate coworker-related factors that have a |
| 4. Share your organization's strategic goals and | | | | negative impact on positive performance. Take |
| group goals. Link employee goals to the | | | | timely steps to address inappropriate comments, |
| achievement of strategic and group goals. | | | | behaviors, or actions. |
| 5. Provide clear performance expectations. Let | | | | 15. Give employees "ongoing" feedback about |
| employees know WHAT you expect, HOW you | | | | performance. Let employees know how their |
| expect it, and WHY you expect it. | | | | behaviors impact the achievement of goals, the |
| 6. Provide timely and appropriate training on new | | | | workloads of other people, and their personal |
| jobs and tasks. Ensure that employees receive | | | | workloads. |
| the requisite instructions and materials to do a | | | | Performance Management Is A Continuous |
| new job. | | | | Process |
| 7. Provide timely and appropriate information | | | | Think about it. You will not likely get "continuous" |
| about daily tasks, general assignments, or major | | | | positive performance by giving employees "one" |
| projects. Ensure that employees receive the | | | | performance appraisal and having "one" |
| requisite instructions and materials to do their | | | | performance discussion. Instead, you have to do |
| current job well. | | | | multiple things to ensure that employees willingly |
| 8. Provide timely and specific feedback about | | | | and continuously give you their best performance. |
| unsatisfactory performance. Tell employees what | | | | These things involve giving employees what allows |
| went wrong and what they need to do to make | | | | them to do a good job, and eliminating what |
| it right. | | | | prevents them from doing a good job. That's |
| 9. Take timely and appropriate steps to help | | | | what performance management is all about. |