Performance management programs need to get better
September 26, 2013
A new survey from Mercer, a global human resource and related financial services consulting firm, revealed only 3 percent of organizations worldwide have found their overall performance management program provides exceptional value to managers and top decision-makers, while 48 percent said their programs need work.
"In today's challenging business and economic environment, companies are struggling to achieve important outcomes - like focusing employees on the 'right' things and driving them to perform at higher levels - with their current performance management programs," said Colleen O'Neill, senior partner at Mercer.
Employees want more out of managers
Construction companies must keep the lines of communication between management and their employees open. Currently, the Mercer study showed bosses are failing to translate their message in conversations that center around performance management. Only 14 percent of staff members stated their managers are highly skilled in holding formal discussions with them when it comes to their performance, 8 percent believe their bosses are able to set "smart" goals and just 6 percent said they are able to have a candid discussion about performance reports. Construction executives must hold training programs with their managers to ensure they are able to provide value to conversation with workers about their performance.
"By focusing and investing in developing managers' skills, particularly in goal setting and development, employees will enhance individual capabilities and be stronger contributors to the company's overall success," said Lori Holsinger, principal in Mercer's Atlanta office.
Get performance management right
There are certain ways that managers should approach discussions with their staff members about performance. However, an article for the Washington Business Journal showed that many bosses aren't getting it right when meeting with employees and talking about their production.
The wrong way to start off these conversations is to only provide negative feedback. According to the article, managers must provide guidance to their team members whenever it is possible. This way workers won't approach these meetings knowing that they could be disciplined for something they did wrong. Instead, staff members could look forward to performance discussions to talk about a potential raise or career advancement.