I’ve worked with many organizations to help revise their Performance Management Programs. Known in HR jargon as “PMPs” they are one of the most contentious and frustrating HR activities.  Who hasn’t moaned about cumbersome and prescriptive forms, endless meetings overlaid on already crazy schedules, and the dreaded ‘performance rating’ discussions?

    I’m here to tell you that it doesn’t have to feel that way. The trick is for everyone to recognize ‘what’s in it for me’.

    For managers, the performance management process is a way to help employees know what you need them to do; to determine whether they have the skills to meet the requirements of their job; and to develop them where they have gaps.  The PMP is a business process to help manage the performance of the business unit.

    For employees the PMP makes clear the expectations of their managers; helps them understand priorities; and helps them develop the capabilities needed to perform well in their roles. It is a business process to support their personal success in their jobs.

    HR’s important role is to be an enabler of the organization.  By deploying tools and procedures designed to achieve these goals, HR executives will find that rather than being frustrated, their colleagues will embrace the PMP as something that is actually helping them.

    Although it’s the HR department enforcing the process, the business objective of PMPs isn’t 100% completion of performance reviews and HR scorecards.  It’s about an organization getting work done effectively and employees getting what they need to do their jobs. Now that’s something that’s interesting to everyone.

    It’s just a matter of perspective.