Let’s examine flaw number eight of the traditional performance management. Number eight highlights the lack of career development inherent within review systems.
A couple months ago, I sat down with a new employee to work on their performance goals for the year. As we looked at her draft goals, there was some confusion about what was an organization goal and what was a career goal. I explained, an organization goal is about pushing the organization to perform; the career goal is something you keep—a skill, an enhanced competency or a certification of sorts based on the individual interests.Many review systems don’t overlap with the person’s career. Smaller organizations are more limited by this than big companies where a department of people exists to train and build skill. In small organizations, a year is like a dog-year. We age prematurely as there is so much work to do and very little thought given to our future or career. In my on-going desire to gain discretionary effort from my team and my client teams, individual motivation needs to be galvanized.
When an employee can share their personal work dreams with you, you have won. Even if that means that one of your best team members is working themselves out of a job. Some managers and leaders are blessed with great interpersonal skills and care deeply about their staff. For those that are more focused on performance, you need a review system that allows the employee to advocate for themselves. A systematic way to see yourself in 10 years—whether that means taking your job or working your way out of the organization. You will get more and better results with this approach.
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