Assuming that there is no one optimal model for all, and that most are hybrids and have borrowed features from different approaches, the characteristics common to new performance systems can be translated into 7 operational steps that are useful during implementation:
- Shared Vision and Why: retune frequently to why you do what you do
- Clear, brief and transparent goals: assign goals through a dedicated individual and/or team meeting, functional to clarify expectations and expected outcomes
- Coaching on goal strategy: provide a space to think about how to approach goals, through coaching conversations about the goals and strategies or Key Results for achieving them
- Periodictouch points, performance check-ins, and continuous conversations: synonyms that refer to periodic performance-focused conversations to be scheduled to respond to rapidly changing business priorities. They can be scheduled, quarterly, monthly or even weekly, or carried out on an as-needed basis, to get a sense of where you are, assess outcomes and relaunch subsequent tasks
- Coexistence of a single operating model and a customized management model: implement a common operating model, for alignment among all Teams in the organization, and a planning, coordination, and monitoring model specific to each Team, customized according to what it deems most useful and agile according to its core challenges and processes
- Continuous feedback: introducing timely feedback on performance and for skill development
- Finalreview : closing the cycle with a reflection, in retrospect and learning.
These 7 golden rules can be used as a check list to design the performance management system, based on the new paradigms explored so far.
However, what allows it to be effective is participation and co-design with the Teams.
Since the system is of the business, in fact, it is with the business that it must be designed, from goal setting to management model.
Reread previous articles in the series:
