One of the biggest problems organisations face is the tendency to slide from a determination to "manage performance" into a habit of "doing performance management".
The first position is characterized usually by an understanding that "performance" comes from the individual, their degree of motivation, their skills and knowledge and their resources to do the job. But key to this is an acknowledgement that if the process of managing performance is not based on motivation (often self-motivation) it is likely to be an expensive waste of time. The second position - doing performance management - occurs typically where performance management is synonymous with "the annual appraisal" and "form filling for HR". It is characterised by formality, procedures, check boxes and systems. How can we avoid this type of trap? Especially in architectural organizations.
In summary, the answer lies in:
• taking time to understand key characteristics of the organisation and its culture;
• climate testing and reviewing how performance management is working now;
• involving key groups and individuals (i.e. "in the business", rather than just Personnel) in designing or re-designing the process and identifying fundamental skills and training requirements;
Complete Article and Images are available in Building Giants Nov 2011 Issue