Managing performance

From the moment the decision is made to recruit an employee, the process of Performance Management (PM) has begun. Getting the job and person specification right is the first step. All too often recruitment can become a 'beauty parade'; the best candidate gets offered the job.

But what if the best candidate isn't the right candidate? Let me explain. The right candidate will be a person who meets the job and person spec. The best candidate may not meet all the criteria, but was the best person who applied.

If you select someone who doesn't quite meet all your specifications; you are setting off with a potentially flawed plan. This is precisely why it is so vital to get the job and person spec right at the outset.

And don't just look for qualifications, skills and experience. The 'successful candidate' will be working with people. Stop and think for a moment: what is the root cause of most problems at work? Most have their roots in relationships between people. From an inability to grasp an issue - to an unwillingness to understand. From a style of communication that leaves others dumbfounded, frustrated or confused. Or from an apparent inability to cooperate with, or get the most out of others.

No recruiter gets it right all the time. So learning how to work together and get the most out of a new working relationship will take some effort. How you develop people and help them achieve great performance and job satisfaction is what Performance Management is all about.

If you have effective PM policies and processes, everyone approaches appraisals in the knowledge that outcomes will be positive. If your PM is inadequate, any mention of appraisal will be met with dismay; even fear and maybe hostility.

Good PM helps create the kind of culture where everyone shares the ambitions of the business. Everyone strives to improve their own performance and that of every colleague.

Good PM means communication is not an issue and, if problems do arise, the culture is such that they are resolved in a mature and constructive way. There is no finger pointing; the 'blame game' is not played and everyone gains from the problem solving process.

On the subject of problem solving. If you want to know more about using Critical Incident Analysis (CIA) as a management tool, please get in touch.

PM is a vital tool for achieving great performance and creating enthusiastic, motivated people. Here are some pointers, contact me for more information. Find out more on my website

• Individuals and teams at every level within a business are focused on improving performance. This is a continuous process and, while Performance Appraisal has its place, progress should not be something that 'stop-starts'. It should be continuous and jointly owned by those involved.
• Your PM policies and processes must deliver fair and consistent management of performance. This is a key factor in the event of any tribunal. Systems that are not 'fair and consistent' can automatically result in a lost tribunal and an increase of any award made.
• A key objective of PM should be to create a culture where people communicate on an adult and mature basis. Behaviour is a key culture indicator; good interpersonal and working relationships are essential for continuous improvement of personal and business performance.