This core message is that to make your company’s performance management successful, your employees need to feel successful.
There’s been a fashionable trend of ditching performance management programs. After all, do they really help manage performance? Or are they archaic, check box, “you scratch my back, I’ll scratch yours?’” hangover from a previous and less forgiving area of consulting.
At CEC, we decided to do something a little crazy. Rather than ditching the process, we decided to turn inwards and ask each other what our employees wanted to achieve out of reviews and feedback on the performance process. From there, we co-designed a performance management process that would work for us. The shoe was on the other foot and we got to live through the design process that we often preach to our clients and all of the ups and downs that go along with it.
We learned a lot about ourselves as an organisation, and more importantly as human beings thrown together in a high-performing business environment. I want to teach you how to look inwards and learn from your employees how they want feedback. If the feedback they’re receiving isn’t aligned with their goals and only to the company goals, what’s in it for them? I’m not here to tell you what your new performance management process will be, I’m here to tell you how to redesign and customise the process to your company’s needs.