Evaluating performance management It is hard to ensure that a performance management system functions effectively, however carefully it has been developed and introduced. A performance management system is easy to conceive but hard to bring to life. Its operation must be monitored continuously and evaluated regularly by means of a performance management audit to provide information which will indicate how well it is working and identify any remedial actions required. This is evidence-based performance management.

Success criteria Measures of improved performance. Achievement of defined and agreed goals. Measures of employee engagement. Assessments of reactions of managers and employees to performance management. Personal development plans agreed and implemented. Performance development plans agreed and implemented. The criteria for evaluating performance management should have been defined when the system was introduced or amended. They will be based on how well its objectives have been achieved. If, for example, performance development is a major aim, how the impact of the system on performance can be measured should be described. The system design should specify how it is intended to operate and the evaluation will aim to determine the extent to which these operational requirements are being met.

Performance management audit Surveys of managers and employees. Focus groups to discuss survey results. Assessment of management training. Analysis of ratings. Analysis of completion of reviews. Analysis of any appeals. Assessment of sample reviews.

Performance management audit Surveys of managers and employees. Focus groups to discuss survey results. Assessment of management training. Analysis of ratings. Analysis of completion of reviews. Analysis of any appeals. Assessment of sample reviews. The best method of monitoring and evaluation is to ask those involved – managers and individuals – how it worked. As many as possible should be seen, individually and in groups by members of a project team and/or the HR function. Surveys as illustrated in the next two slides can be used as the basis for discussions. Individual interviews and focus group discussions can be supplemented by a special survey of reactions to performance management which could be completed anonymously by all managers and staff. The results should be fed back to all concerned and analysed to assess the need for any amendments to the process or further training requirements. The ultimate test, of course, is analysing organizational performance to establish the extent to which improvements can be attributed to performance management. It may be impossible to establish a direct connection but more detailed assessments with managers and staff on the impact of the process may reveal specific areas in which performance has been improved which could be assumed to impact on overall performance.

Evaluation of performance management against success criteria   Evaluate effectiveness as follows 1 = high level of achievement, 2 = acceptable level of achievement, 3 = poor level of achievement Measures of improved performance by reference to key performance indicators in such terms as output, productivity, sales, quality, customer satisfaction, return on investment. 1 2 3 Achievement of defined and agreed objectives for performance management. Measures of employee engagement before and after the introduction of performance management and then at regular intervals. Assessments of reactions of managers and employees to performance management. Assessment of the extent to which managers and employees have reached agreement on goals and performance development plans. Performance development plans agreed and implemented. 2 3 Personal development plans agreed and implemented.

Reactions of employees to performance management Rate the following statements on a scale of 1–5 where: 1 = fully agree, 2 = agree, 3 = not sure, 4 = disagree, 5 = strongly disagree 1 I am quite satisfied that the objectives I agreed were fair. 1 2 3 4 5 2 I felt that the meeting to agree objectives and standards of performance helped me to focus on what I should be aiming to achieve. 3 I received good feedback from my manager on how I was doing. 4 My manager was always prepared to provide guidance when I ran into problems at work. 5 The performance review meeting was conducted by my manager in a friendly and helpful manner. 6 My manager fully recognized my achievements during the year. 7 If any criticisms were made during the review meeting, they were acceptable because they were based on fact, not opinion. 8 I was given plenty of opportunity by my manager to discuss the reasons for any of my work problems. 9 I felt generally that the comments made by my manager at the meeting were fair. 10 The meeting ended with a clear plan of action for the future with which I agreed. 11 I felt motivated after the meeting. 12 I felt that the time spent in the meeting was well worthwhile.

Improving the performance of performance management – an eight-point plan Analyse the results of the audit. Consult senior management. Convene focus groups. Summarize consultations and draw up an action plan. Inform all concerned of the proposed actions. Design the training modules, brief and train the trainers Implement the action plan. Monitor the implementation and evaluate the effectiveness of the action.   This eight point plan is designed to make use of the evidence from a performance management audit. Analyse the results of the audit including any surveys and distribute a summary to all employees affected by performance management. Consult senior management to obtain their views on any actions that need to be taken in the light of the outcomes of the audit. Convene focus groups to analyse the audit results and consider what actions are required. Summarize the results of the consultations in steps two and three and draw up an action plan. Depending on the findings of the audit the actions could include any of the following: Revisions to performance management procedures such as goal setting, performance assessment (rating) or documentation. Focused training for both managers and individuals in the form of modules dealing with issues such as performance planning (defining role profiles, goal setting and preparing and implementing performance improvement and personal development plans), providing and acting on feedback, conducting performance review meetings, assessing performance, and coaching. The provision of coaching and mentoring to overcome weaknesses displayed by any individual managers as revealed by the upward assessments contained in the survey. Inform all concerned of the proposed actions. Design the training modules, brief and train the trainers and brief and train anyone involved in coaching or mentoring. Implement the action plan. Monitor the implementation and evaluate the effectiveness of the action. This may take the form of a follow-up audit.