{"id":225,"date":"2015-05-01T15:39:44","date_gmt":"2015-05-01T15:39:44","guid":{"rendered":"https:\/\/www.edgecumbe.co.uk\/?p=225"},"modified":"2021-11-02T15:12:57","modified_gmt":"2021-11-02T15:12:57","slug":"performance-management-reinvented","status":"publish","type":"post","link":"https:\/\/www.edgecumbe.co.uk\/performance-management-reinvented\/","title":{"rendered":"Performance management reinvented"},"content":{"rendered":"<p>An article in this month\u2019s Harvard Business Review (<em>Reinventing Performance Management <\/em>by Marcus Buckingham and Ashley Goodall) argues for a fundamental shift in our thinking about performance management, asking managers what they would <em>do in future <\/em>with a team member rather than what they <em>think about their past performance<\/em>.<\/p>\n<p>The traditional view of management focuses managers on getting people to implement a set of planned tasks.\u00a0 To the extent that people perform as expected, we see them as good; if not, we see them as a problem.\u00a0 The focus is on task performance.\u00a0 This makes sense if you see people as resources to be allocated to perform clearly defined tasks by established methods.\u00a0 It makes less sense if you expect anything more from them, such as judgement or creativity.<\/p>\n<p>The new approach to performance management these authors propose requires managers to focus on what they would do with the team member based on their performance: reward them, invite them onto their next project, promote them, or flag them as at risk of poor performance.\u00a0 This means seeing, recognising and fuelling performance by focusing on what people have done to deliver results and thinking about how to build their capabilities.<\/p>\n<p>This shift has three principal components.\u00a0 Firstly, it means concentrating on people first, then on the task, rather than the other way round.\u00a0 Secondly, it means identifying, recognising and celebrating what has gone well and the corresponding strengths people have demonstrated, rather than on gaps and weaknesses that need to be \u2018corrected\u2019: focusing on the positive rather than the negative.\u00a0 Finally, it means directing our efforts to building on those strengths for the future, rather than justifying our evaluation of the past.<\/p>\n<p>We think it\u2019s worth a try, and we are planning to revamp our own approach to performance management accordingly. We\u2019ll let you know how we get on!<\/p>\n","protected":false},"excerpt":{"rendered":"<p>An article in this month\u2019s Harvard Business Review (Reinventing Performance [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":71,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[11,21,2,14],"tags":[],"table_tags":[],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.2 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Performance Management Reinvented | Edgecumbe<\/title>\n<meta name=\"description\" content=\"Performance management should think about more than the achievement of tasks to consider other variables, such as judgement and creativity.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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