DECEMBER 2018CIOAPPLICATIONS.COM8mployee performance is complicated. There are limitless factors that influence how individuals perform, from access to the right tools to conditions entirely outside of the workplace. And since performance is so complex, that means it requires complex systems and processes to manage it, right?Actually, no. The truth is the exact opposite. Precisely because employee performance is so infinitely variable and complex, the job of any good performance management approach is to simplify things.Let's take a simple approach to simplifying. Performance management involves many things, but you can make great strides by bringing sharp focus to one of the most important components: measuring performance. There are three key ways current approaches tend to overcomplicate performance measurement. Over Complication # 1: Attempting to Measure EverythingWork varies from job to job, person to person, day to day. And it's nuanced, even for positions that we used to think of as simple. Manufacturing employees now need to be fluent technologists and quality experts. Retail associates have to interpret customer needs and provide outstanding service even under trying circumstances. Caregivers in a day care need to be certified in safety and first aid procedures along with achieving other certifications to ensure competence.HR wants to be able to capture employee performance for every employee, yet individual jobs vary incredibly. To solve for this, many organizations create complex competency models against which they can rate employees. However, there is no one model of performance--even for specific jobs. Some organizations put a lot of time and effort into cascading and tracking goals, but "completion of goals" hasn't shown any impact on performance.Instead, Measure the Critical FewNot everything can be measured--so organizations should just stop trying to measure the unmeasurable. There is no way to capture 100 percent of someone's performance, and that's okay. While you can't capture it all, there are a few universal chunks of performance you can grab. You expect every employee to deliver quality results, on time. And you expect your employees to show up as reasonable human beings at work. Those two elements are universal, no matter what someone's role.EThe HR Leader's Guide to Stopping the Performance Management MadnessAMY LESCHKE-KAHLE, VP PERFORMANCE ACCELERATION, THE MARCUS BUCKINGHAM COMPANY, ADP Amy Leschke-KahleIN MY VIEW
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