Managing Business and Employee Performance

One thing is for sure, businesses are only as good as the people they employ and this means everyone from the top down. Poorly performing employees will have a detrimental impact on both the performance of the business and other employees and will ultimately thwart your ability to drive the business forward. There are many elements to performance management within businesses:

  • Business planning and goal setting
  • Addressing poor performance
  • Rewarding good performance
  • Employee retention
  • Skill development
  • Developing competence
  • Conducting Appraisals
  • Agreeing team and individual objectives.

The key to managing business and employee performance is to be clear about the direction in which you are taking the business. Only then can you effectively manage your employees so that they deliver performance to the required standards to meet your goals. By effectively managing performance you will retain key skills and staff through both the good and the bad times, giving you competitive advantage over other companies who are not seen as an employer of choice.

It is important however that any performance management processes are implemented because they are right for the business. Unfortunately appraisals and performance management are viewed as a time-wasting paper exercise by many people. This is because the focus is on the paperwork and not on the quality of conversation between manager and employee. Here at CHaRM we focus on the benefits to the business of performance management and ensure any process that is put in place is simple, easy to use and of real value to everyone involved.

"We were very pleased with the feedback from our employees as it showed that the developments and changes we had made, even the difficult ones, have been received well and they understand what we are trying to achieve."

Case Study

Our client was running a reasonably successful business, but wanted to further increase turnover year on year. Whilst the business remained the size it was, work could continue in the unstructured way in which it had worked for many years. Managers however were finding it hard to manage and motivate their staff as they themselves lacked clarity in their roles, responsibilities and boundaries. They also lacked clear direction from the top.

CHaRM persuaded the Directors that they needed to have a clear business strategy with clarity of responsibility for all involved. They would then be able to effectively manage performance and hold people accountable for delivering the business goals. CHaRM facilitated a business planning day, from which four key business goals emerged. Each Director took ownership of one of the goals and the vision and goals were then rolled out to managers and staff via a series of briefings.

CHaRM worked with the Directors and Managers to introduce a performance management process in which individual roles and responsibilities were clarified and team and individual objectives were rolled out. A simple and easy to use appraisal process was introduced and all managers were trained in how to conduct proper appraisals.

The result? A clear five year business plan with key milestones against which to measure progress, which has subsequently been updated and reviewed and now drives sales performance. Turnover is growing year on year and the five year plan rolls on year on year with increasingly ambitious targets being set (and achieved).

Managing Business and Employee Performance
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