Line managers fail on performance management
Most UK employers are failing to manage poor performance adequately and line managers are at the root of the problem, according to new research from Personnel Today.
Some 96% of the 800 HR professionals surveyed for the research cite performance management as a problem at their organisation, while 29% say it is a major problem. Most respondents believe that these issues stem from the attitude of line managers, who are often reluctant to confront performance issues, and instead become unnecessarily preoccupied with performance metrics.
One survey participant Steve Watson, director of consultants RewardWorks, observes that 'invariably it's not the process itself that is the problem, it's because people don't know how to do it or are reluctant because they are scared'. He goes on to state that the challenge for HR is to encourage line managers to recognise that performance management is about daily good management practice, rather than the annual completion of paperwork for the HR department.
In addition to an analysis of the survey findings, Personnel Today's special report on how organisations manage poor performance profiles recruitment company Stopgap's decision to appoint a dedicated performance coach.
Plugging the performance gap Writing in Personnel Today, Nic Paton profiles recruitment company Stopgap's decision to appoint a dedicated performance coach, and the impact this has had.
Also
Performance management and capability procedures Michael Corcoran, a solicitor in the Steeles employment team, offers advice about capability procedures. From personneltoday.com.
Line manager briefing on capability From HR & Compliance Centre's line manager briefings service.
The DNA of performance: the twelfth competency benchmarking survey The 12th annual competency benchmarking report from IRS reveals that competencies have their greatest beneficial impact when used in performance management.
Performance appraisal policy From XpertHR's model policies and documents service.
Appraisals (1): not living up to expectations and Appraisals (2): learning from practice and experience Read XpertHR's two-part report on appraisals, from 2005.
Performance management in focus
Read IRS Management Review's in-depth
examination of current practice in performance management:
The evolution of performance
Setting objectives and performance
standards
Reviewing
performance
Paying for
performance
Developing
people
Performance management in
practice: case studies
