What are the key elements of a performance management process?

Complex question, simple solutions…if alone a couple of points are kept in mind.

The performance management process essentially comprises of three critical stages,

Every act of will, demands preparation. Performance management demands a whole lot of it.

It is imperative for the reviewer to give adequate notice to the reviewee, prior to the review discussion. A notice once given should be stuck to, until circumstances deem otherwise. The review process carries tremendous importance for an associate. It is a sensitive issue, and thus needs to be handled with care. Try and avoid inordinate and unnecessary delays on the appointed date and time of the review.

Insist, that the reviewee does an evaluation of his/her performance prior to the review discussion. Try and make him/her understand that the review is a platform where associates can give and take feedback. Preparation from the reviewee will ensure a focused and incisive review.

…and yes, you need to prepare too. Go back to the reviewee goals set out in the previous year. See what was promised. Assess the results over the year, by talking to the associate’s circle of influence, comprising of his/her boss, peers and juniors. Look for his/her achievement of financial deliverables. Also look at developmental goals and assess improvements and shortfalls over the year by consulting the reviewee’s colleagues.

Put it on paper so that no points or issues are bypassed or forgotten during the review session.

"The Setting" of the review is critical for a successful review discussion.

The room should be well lit and comfortable. A sofa where the reviewer and the reviewee sit in proximity to each other, is the most suitable seating arrangement. Avoid hindrances like a table, with the reviewee. Please remember, the physical setting of a review is a crucial variable in the review discussion.

"Do not disturb" should be on the door of the review room. No phone calls, no cryptic messages…complete attention on the reviewee and his/her thoughts/insights.

As reviewer your job is more of listening and less of speaking. Let the reviewee complete freedom in expressing his/her thoughts. An ideal mix is one, where you speak 30% of the time and allow the reviewee to speak for the remaining time. Always ask open-ended questions. Questions aimed at monosyllable answers do not help in the review discussion.

The review discussion can be further divided into three stages:

• Review

• Explore

• Agree

Review involves discussion on performance in the previous year. What was achieved, what was not achieved, what factors were under the control of the reviewee that could have led to the desired results, what factors were out of the reviewees’ control because of which the desired results were not achieved?

Exploring is an integral part of the goal setting process. It is a defining moment as far as your relationship with the reviewee is concerned. Do not impose your ideas. Instead guide the reviewee to his/her goal. There is no better thrill than self-discovery. Show some tact and drive home your objective by guiding the reviewee on the path of self-discovery. The case above indicates this best. The extract is as given below,