And something needs to happen as a result of this assessment, whether performance is deemed great, so-so, or lousy.
Recently, we helped a central administrative agency craft strategies to make its performance consequential. This agency was already measuring its results. These managers want to re-make their very culture. They saw opportunities in daily communications, work plans, and human resource practices. They chose to:
- Post a visual 'dashboard' of their 7 most critical performance measures.
- Shift their employee recognition ceremonies from emphasizing length of service to emphasizing contributions made.
- Set aside time each month to showcase a program that 'works well'.
- Begin every commissioner forum and every team meeting with recent measures of results.
- Re-tool performance appraisals from infrequently done paper exercises to ongoing, honest personal feedback.
- Eliminate the practice of 'rotating' performance awards among staff and instead earmark them for high performers.
They promised each other to directly confront performance results whether positive or not. First, they admitted that they had to get a lot better at assessing performance without becoming defensive. To do so, they 'practiced' -- using fictional results from another organization. Once they were comfortable assessing some other organization's performance, they started discussing their own.
Then, they crafted specific 'consequences.' For instance:
When performance trends are positive, they are ready to re-invest. While advocating statewide for employee gain-sharing, they immediately established a pool of funds to better the workspace and equipment of programs that improved results. They are also ready to invest in successful individuals through enhanced learning and skill development, such as new or special assignments, professional development, and new 'tools'. They saw conferences, coursework, and computers as powerful consequences.
When performance trends are negative, they are ready to provide relentless attention. In a non-blaming way, they promised a close watch on programs where performance is consistently poor, including more walk-throughs, reporting requirements, and meetings focused on results. Coaches and consultants are offered to help a program achieve a turn-around. A shadow coach or mentor is made available to help individuals with poor performance. From each poor performing program or individual, they now expect an immediate improvement plan.
While performance at this agency may soar, still have periods of sluggishness or even take a downward spin, one thing is certain -- It will not go unnoticed. Something will happen as a consequence. We call this making performance matter.
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