{"id":4854,"date":"2015-09-05T16:28:47","date_gmt":"2015-09-05T23:28:47","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=4854"},"modified":"2015-09-14T12:04:05","modified_gmt":"2015-09-14T19:04:05","slug":"performance-management-shifting-organizational-culture","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/resources\/hr-tips\/performance-management-shifting-organizational-culture\/","title":{"rendered":"Performance Management: Shifting Organizational Culture"},"content":{"rendered":"

\"performance<\/a>Performance management is becoming THE high priority for government entities nation-wide. In fact, a Time Magazine<\/a> article by Amanda Ripley said, \u201cIf we really want more effective governance, we should tie these generous [public sector employee] benefits to meaningful outcomes.\u201d The article goes on to say, \u201cAs anyone who works in the private sector knows, there is no perfect way of measuring performance.\u00a0 But that\u2019s not an excuse to do nothing.\u201d<\/p>\n

Employee performance management has been shown to be the primary driver<\/strong> of organizational effectiveness.\u00a0 Yet, according to a Towers Watson survey, only 30 percent of workers polled say their organization\u2019s performance management program does what it\u2019s supposed to\u2014improve performance. What\u2019s more, only 19 percent say their employer\u2019s program helps poorly performing workers improve.<\/p>\n

Increasing public scrutiny is driving most agencies to look at how performance is managed. A well-designed performance evaluation system is a tangible step to creating a culture that supports high performing public employees.<\/p>\n

Performance management, the process of providing direction, feedback, and recognition to employees, helps define the workplace culture.\u00a0 It lays out what is important for employees and communicates day-to-day expectations.\u00a0 How effective is your organization\u2019s performance management system?\u00a0 A few tweaks, a renewed focus, or a little training might be all that is needed to reap the benefits of a strong performance culture. You can begin by recognizing three essential truths of performance-driven cultures:<\/p>\n

Performance management is cyclical and on-going.<\/strong><\/p>\n

For many cities and counties, employee performance is considered once a year\u2014at performance evaluation time.<\/p>\n

If employee performance management is a once-a-year activity, the result will likely be unmotivated employees and\/or unmet expectations.\u00a0 When public entities embrace performance management activities as an on-going approach to doing business, the culture begins to shift to one that is performance-driven.<\/p>\n

Performance expectations are crystal clear.<\/strong><\/p>\n

\u201cWhat do you expect?\u201d Employees ask this question daily in a million different ways, and managers often struggle to articulate the answer.\u00a0 Every leader should be able to identify and describe performance expectations so they are clearly understood by employees. Here is an exercise that can help articulate performance expectations.<\/p>\n

First, write down the behaviors of an ideal employee.\u00a0 These can be general behaviors or specific job tasks. Using the \u201cideal\u201d as a template, write a list of your \u201cmust have\u201d behaviors on the job.\u00a0 Even though the job description may define the essential functions of the job, you will have your own expectations and visions for each position. These expectations often separate the good from the great performers.<\/p>\n

Expectations are sometimes considered \u201ccommon sense\u201d and are taken for granted.\u00a0 However, when they are stated clearly, explicitly, and in writing, they become easier to address and reward. Are performance expectations clearly articulated throughout your organization?<\/p>\n

Leaders have frequent and specific performance conversations with employees.<\/strong><\/p>\n

The conversations that take place between managers and employees represent the quality of the supervisor-employee relationship. Yet, for many managers, performance conversations happen without much thought or preparation and are often tacked on after the annual performance ratings have been deliberated over for days.<\/p>\n

By having regular conversations with each employee, managers can significantly impact the organizational culture.\u00a0 By involving employees in the performance management process, communication and trust increase exponentially.\u00a0 This activity is easier said than done and requires that managers ask the right questions to involve employees in the conversation. It’s not rocket science, but it is a critical skill that makes the difference between a good and a great leader.<\/p>\n

Effective performance management is happening across the public sector.<\/strong>\u00a0 According to the Time article, the Country of Singapore, the State of Georgia, and the U.S. Foreign Service have all produced examples of enhanced performance management.\u00a0 Numerous other agencies, including the States of Arizona and Tennessee among others, have experimented with various approaches to performance management in the past few years with great success.<\/p>\n

If you are looking to do more with less and achieve greater levels of productivity with fewer employees, it makes sense to first look at your organization\u2019s performance management practices.\u00a0 Are the expectations for employee performance clear?\u00a0 Is feedback and coaching offered on a regular basis?\u00a0 Are managers and supervisors confidently guiding the performance of each individual? Do employees clearly understand how their contributions add value to the local government?
\nPublic pressure will continue to demand an increased focus on public employee performance.\u00a0 Redesigning or enhancing performance management systems and the leadership skills required to implement them is a logical first step.<\/p>\n","protected":false},"excerpt":{"rendered":"

Performance management is becoming THE high priority for government entities nation-wide. 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