As we change the corner and head in to the last months of 2011, many companies will start the procedure for assessing how good employees performed against expectancies. For many, it is an institutional ritual that should be achieved to fulfill a deadline in the HR calendar. For others, it's an chance to enhance the effectiveness of human capital and guide additional development. Handling performance is an essential management area - ensuring workers understand the business's scheme, how occupation responsibilities link to special targets and discovering the degree to which attempts interpreted into measurable consequences. Performance management systems accept several forms, from free style stories and assess the carton competency lists to more detailed MBO procedures. Regardless of how it's done, the purpose of any performance management program would be to maximize individual performance in the quest of business goals. In essence, great performance management is a set of interactions that transcend the specific processes used.
Learning from the Greatest
So, where does Socrates fit in to all of this and what can this philosopher and master educator educate us about performance management? Most of us remember Socrates (and his student, Plato) as essential reading in philosophy course. Today, and outside of the academic setting, Socrates has a great deal to teach us about uncovering the truth through constructive dialogue, sense and self-examination. Not astonishingly, these happen to be key components of effective performance management. Socrates employed a technique known as the Socratic Approach - a kind of questioning that brings learning from within. This is what a great trainer does - helps you reach your potentiality by further developing the capabilities that already exist. Human operation is a function of conscience idea and actions, where thinking drives behaviour and behavior drives results.
Understanding the Process
Too frequently, efficiency management discussions are limited to reviewing actions, results and the reasoning for differences to strategy. What we want to achieve is an open conversation that supports unrestricted interest, constructive comments, probing questions, and challenging assumptions. These are typical behaviours exhibited in a true learning organization.
We must focus on the functionality of the individual, if we desire to enhance the performance of the organization. This is attained by participating in a rewarding, intellectual and non-confrontational dialogue to help workers better assess and diagnose their own operation while identifying what needs to be done to get to the next level.
Using the Technique
The 4 types of questions recorded below provide a discussion group for productive exchange in investigating believing, conduct and effects; these questions can be altered to meet a specified set of conditions. The significant point to remember is that questions like these should be implemented in regular discussions to: challenge supposition and beliefs, increase outlook and comprehension, develop notions and evaluate results:
Gaining Comprehension & Perspective
What is causing this to occur? How did you come to this conclusion? What other perspectives did you consider Are there any unanswered questions at this point? Has this occured before? Why is this essential? Tell me more about.....? Challenging Assumptions & Beliefs
Are there other explanations for what occured? What observations support your beliefs? How much is logic and how much is Sustain Employee Engagement emotion? Are you supposing or do you understand? Given your beliefs, what would happen if....? What happens if your assumptions are erroneous? Developing Notions
Have we ever considered this strategy before? How does your notion meet into the scheme? Are there any threats or unknowns that should be appraised? What are the thoughts and reactions of other stakeholders? What do we already know about this issue? If fully executed what would this look like? Want amount of self-confidence do you have in.....? What questions do we need to inquire? Evaluating Results
Is this how you expected it to turn out? What would you do differently next time? What can we learn from this? What were the intended and unintended effects? How does this outcome impact ....? What is the value of...? Who needs to know about this? Closing Ideas
An organization develops and grows at the same speed as its workers. One means to quicken development is through a more powerful performance management procedure. Performance management is a crucial action that should take place every day of the week through constant and constructive dialogue. Employees at all levels can improve the quality of their thinking by asking the appropriate questions and drawing out the potential in others.