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Performance Development
Performance Management is a term often understood to indicate (i) an imposed, irksome or irrelevant process for providing unhelpful retrospective comment on performance prior to a remuneration review; or (ii) imposed close scrutiny designed to correct serious under-performance or to facilitate someone's "exit" from the employing organisation.
These articles describe ideals, practical tools and first steps underlying a performance development system fit for a more constructive purpose. They are not prescriptive, but indicate a beneficial focus for the design or re-design of a system.
Self-Managed Work and the Self-Managing Worker
Work that involves carrying out prefigured routines closely overseen by managers to ensure compliance, no longer dominates organisational efforts. These days, "work" for most senior staff and for very many other workers, means "knowledge work" whose nature requires, primarily, self-management. Modern organisations could not exist without self-managing workers. However, this fundamental shift in the nature of work hasn't been matched by a corresponding shift in the systems used in an attempt to manage and develop performance. This article discusses the shift to knowledge work and introduces some of what is required to develop and sustain it.
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Developing the PA Role and Leader-PA Relationship
The purpose of a leadership PA role is to enhance the efficacy and worth of leadership practices aimed at achieving organisational purpose and long-term intentions. The role should facilitate a strategic (transformational) focus and minimise involvement in directing everyday (transactional) operations. If you have not yet specified, planned and methodically coached for this purpose, but have left to chance the development you want, this article will support a more constructive approach.
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Delegation
As a leadership practice delegation involves allocating, entrusting and supporting others to carry out work towards fulfilment of our responsibilities. It enables us to maintain a broad strategic focus and make wise use of current capacity while simultaneously developing it. There are five common problems which interfere with this apparently simple process.
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Giving Constructive Feedback
A comprehensive practical guide to giving feedback on workplace performance. Why, when, how, how much and in which order. Principles and guidelines applicable to all workplace relationships and to many elsewhere. Liberally illustrated with examples.
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Performance Development Ideals and Ideas
An organisation's performance development system exists to provide a framework and methodical approach to the specification, development and monitoring of the performance desired of its individual constituents, as part of wider plans for developing collective performance and the
organisation's capacity for purpose.
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Position Description Ideals and Ideas
This article outlines clear statements of purpose and desired outcomes for Position Descriptions, from employer and employee viewpoints. It describes the ideal contents, matters to avoid, and provides an example of both a Position Description and a Statement of Accountability.
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Self Assessment and Self-Review Worksheets
A range of worksheets designed to help you self-evaluate your progress, achievements and personal contribution over a review period (since your previous Performance Appraisal, Assessment or Review), against the objectives and performance criteria agreed at that time or intentions announced and recorded within your development plan. Some are also useful for self-review at other times.
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All material on this site is © 2007 Tom Watkins.
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