An Example

Problem – Within the company there was a great deal of upwards pressure for managers to spend more meaningful time with their staff. In addition, staff wanted management to make fairer formal and informal judgements on staff performance. An appraisal scheme had been in place some years previously but it had fallen into disrepute.

Solution – During a meeting of all staff it was decided that there was a need for a formal process that was essentially forward-looking and focused on solving issues rather than criticism. They wanted a performance management process.
A cross-functional group of six people (two managers plus people from all levels) was formed to make the process a reality.
Insights were provided into what people need to perform well and the essential elements of an effective process. Based on these, the group agreed clear criteria and designed a process together with its paperwork.
Two members were initially critical of all such processes but then became disciples of what was being developed to all who would listen.
Formal approval of the process was given by the MD and the management team and the process was presented to the remainder of the staff in small meetings.
Training was provided to managers to help them carry out the process effectively. All other staff were trained to make the most of their meetings with their managers.

Outcome – The process stipulates that everyone should have at least three meetings with their manager each year. Most have had more than this. There is evidence of more effective goal setting throughout the company and of managers working closely with their people. Company results have improved since the introduction of the process in late 2006.