Hillis, Laurie (200?) Managing the Ten Commandments. Banff Leadership Center, 3p.
The failure of PM systems may hinge on:
- A lack of support from top management;
- A culture that doesn’t support people development;
- An inherent “Theory X” approach to the traditional processes;
- A lack of understanding of the nature and needs of the new workforce;
- A non-systems approach overemphasizing an individual’s ability to influence the system.
The 10 commandments of Performance Management
- Thou shalt align team, department, business unit, and individual goals to the organization’s overall goals.
- Thou shalt tie a large part of managers’ own performance assessment to how well they lead the performance management process.
- Articulate organizational vision, mission, and values;
- Develop standards at team and individual levels;
- Provide feedback;
- Encourage personal responsibility and accountability;
- Assess performance;
- Provide on-going learning opportunities;
- Develop competencies;
- Remove obstacles;
- Plan for the future.
- Thou shalt go out of the way to get the right people.
- Thou shalt allow thy employees to fail.
- Thou shalt involve thine employees in the design of the performance management process.
- Thou shalt base performance decisions on actual work results, not on personality traits.
- Thou shalt “decouple” the traditional review.
- Thou shalt not succumb to the temptation simply to design a form and call it a performance management program.
- Thou shalt provide learning opportunities. Leaders, managers and supervisors need to learn how to give and receive meaningful performance feedback.
- Thou shalt treat people as adults and with respect.