Good performance accountability is about having a positive conversation between manager and employee. A manager is a coach and communicator, not command and controller.Dave Ulrich
Training on management systems allows managers to prepare and conduct performance management for their staff effectively. It enables them to use the organisational procedures to recognise good performance and understand how to plan and address any underperformance issues.
In this topic, we examine how to communicate the requirements of performance development to the stakeholders. We will explore how to coordinate and effectively deliver training on using the performance management system.
By the end of this topic, you will understand:
- how to communicate requirements of the performance development to stakeholders
- ways to coordinate and deliver training on using the performance management system
- how to provide feedback to relevant stakeholders.
A range of communication processes must be in place by which stakeholders can communicate important messages and provide up-to-date information to staff. This includes giving information about performance development and the performance management system.
Communication strategies will vary according to the size and location of the organisation. These can include daily messaging on the intranet, organisational updates and information slides televised on screens, newsletters, notices on notice boards, and information on workplace apps and emails.
Communication may occur through:
- intranet
- team meetings
- formal training or briefing sessions
- consultative groups
- one-on-one meetings
- provision of opportunities for internal stakeholders to contribute ideas and information
- email5
The following diagram outlines the communication requirements of the performance management system.
Providing information on the benefits of effective performance management and how it links with performance development is essential to all relevant stakeholders. Regardless of how the communication occurs in the organisation, the requirements of the performance management system should be effectively communicated6.
The following video provides practical advice on workplace communication.
Further reading
The following article by Caroline Duncan discusses how to communicate company policies: ‘How To Communicate Company Policies Effectively: 7 Top Tips'
For further information on how to communicate policies, refer to the following link from the University of Wollongong: ‘Implement & Communicate Policy'
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An organisation must never assume that its managers, team leaders, and stakeholders have the required skills, knowledge and experience to use a performance management system or to be able to conduct appraisals.
The provision of training can provide the necessary competencies to prepare and conduct performance appraisals and to monitor performance using appropriate techniques, strategies and the relevant organisation's policies and procedures and systems.
When developing training for individuals using the performance management system, you must determine the participants' knowledge levels and the topics required in the training program.
The following diagram outlines the key areas for consideration.
For some, training may require a short session focusing on the organisation's performance management process. Other training sessions may need to be conducted over a more extended period to cover various topics related to using the performance management systems and developing strategies for underperformance.
Some topics that could be covered in the performance management process and procedures training may include:
- defining terms—performance management, performance appraisals and performance interventions
- types of performance management processes
- how to measure performance using performance indicators
- how to determine the causes or factors that contributed to underperformance
- organisational procedures that can include performance management systems and procedures
- techniques to identify performance issues and generate possible solutions
- communications skills
- listening skills
- processes to implement and follow up agreements
- method for allocating rewards and incentives7.
Aspects of the human resource cycle
The following diagram outlines strategies for HR functions, processes and cycles.
Delivering training
Once you have developed the training program using the performance management system and the relevant procedures, you will need to determine the best way to deliver the training. The delivery methods will be determined by the size of the organisation and the location of the individuals required to undertake the training.
There are several ways this can be achieved, including:
- conducting face-to-face classroom training and workshops
- staff meetings
- webinars
- live stream events
- videos
- online training8.
Rewards and Incentives Schemes
Incentives may be embedded into a performance management plan to motivate the staff member to achieve more or perform at a higher level.
These types of incentives tend to be monetary incentives that reward workers for performance and productivity. This could be in the form of bonuses, an increase in pay or other incentives such as stock options, profit sharing and extra paid time off, bonuses and cash awards.
Rewards could also include:
- discounts on products or services
- gift cards
- profit share
- paid time off
- opportunities to be seconded and work in other locations.
The incentives may not include monetary bonuses or gifts in the not-for-profit sector or government agencies. Still, they may include incentives such as formal study leave or extra leave. While there may be limits on what a government agency or not-for-profit may offer in terms of incentives, they have other options. These include a range of benefits such as extensive salary packaging options for a car or entertainment or flexible working arrangements and training.
Embedding performance management and related systems with rewards and incentives lead to increased morale and job satisfaction, and employees and the employer aim for greater efficiency and productivity.
Case in practice
As a government entity, Queensland Police cannot provide monetary incentives or rewards to its members.
A performance appraisal was done on an outstanding member of the force who exceeded their performance objectives and demonstrated two acts of bravery over the past 12 months.
In recognition of the outstanding achievement, the police officer was offered a secondment to Scotland Yard for six months to learn more about their specialised services.
The following video offers advice on how to excel in performance management.
Further reading
Read the following article by Ovation Incentives on rewards and incentives:
'The Difference Between incentives And Rewards'
Read the following article by Megan Bell on training on performance management: ‘The Value of Learning in Performance Management'
Further information and training on performance management are available on the Australian
Government's Fair Work Ombudsman website: ‘Managing Performance'
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When providing feedback to stakeholders on any aspects of the performance management system, be sure that the relevant facts and information are provided. This may include any reviews that have been undertaken, documentation that has been developed, trends that have been identified or other data and facts9.
Other feedback that may be provided includes:
- the process of identifying various employee rewards and incentives schemes and how they link to the performance management system
- the ease of use of documentation
- effectiveness of recognising underperformance
- how warnings and discipline procedures are managed10
For example, an organisation have trialled a new performance management system software program. Once the testing results have been completed, the data has been analysed, and the results have been processed, these facts are shared with the relevant stakeholders. This should be done objectively and the feedback may be in the form of:
- reports
- presentations at staff meetings
- emails
- information on the intranet
- in training
- in share drives or the cloud for easy access for stakeholders.
The feedback to the relevant stakeholders may also include any constructive feedback for suggestions for improvement to the performance management system. This can consist of exploring a range of commercially available software programs with the ability to manage all aspects of performance management. It also might involve seeking new and better ways to perform performance appraisals and amendments to existing systems and processes. The feedback should be documented and provide details of any issues that require immediate attention9.
The following video provides useful tips on giving feedback.
Further reading
Read the following article by Joel Garfinkle on providing feedback: 'Ten Ways to Provide Quality Feedback'
Read the following article by Gini Beqiri for further information on giving feedback:‘Giving Constructive Feedback in the Workplace’
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