Enabling Team Performance through Effective Review, Coaching and Feedback
Most employees want to be successful contributors to an organization. They want to know what is expected of them and how they can most effectively achieve those expectations. Performance management is the systematic process that a manager applies to involve employees in accomplishing a unit’s mission and goals, improving overall unit effectiveness &helping employees understand the importance of their contributions.
The paper addresses the two aspects namely, enabling team performance and how effective review and feedback play a key role in driving the performance orientation in the organization. The study picks up the design parameters from literature review and uses mainly the secondary data for the paper.
Key words: employee expectation cycle, effective performance management, common rating errors, effective review, feedback.
Performance Management: An Insight
Today’s business mantra is nothing but succeeding in the intense competitive market. An effective performance culture evolves along with the organization’s business strategy. Many companies are expanding and working for their survival in the long run. Every corporate follows a performance culture, which is suitable to itself, and at the same time, helps to enhance the performance of the employees as well as the organization.
The challenge & effectiveness would be in executing the performance enabling process such as review & feedback. Following a well designed step wise review & feedback process would enable to build high performing and learning individual and organization.
Performance feedback is the on-going process between an employee and a manager wherein information is exchanged concerning the performance expected and the performance exhibited. Providing effective performance feedback to employees is an essential competency of managers. As a manager or leader, part of your role is to give feedback to your team. Feedback is incredibly important to individuals and teams.
Employees Expectation Cycle:
Effective Performance Management:
Effective performance management requires that the manager:
Identify the job duties that each employee is expected to accomplish. ·
Communicate the competencies (job knowledge and job skills) necessary to be successful in a position. ·
Ensure that employees have the required competencies, or that there is a process and plan by which they can acquire them. ·
Provide timely feedback on how effectively employees are applying job knowledge and skills to achieve the goals established for their position. ·
Reward effective performance.
In the event that performance does not meet established requirements, the manager must understand the corrective processes and methods that can help improve employee performance.
Common Ration Errors:
Any discussion of appraisal review would not be complete without mentioning some of the more common rating errors made by the evaluators. It should be noted that these mistakes are universal in nature and should be viewed as tendencies that even experienced reviewers have to be on guard against. We should avoid its influence.
Halo Effect: This refers to the tendency to rate an employee either high or low on all facets of the job because the reviewer likes or dislikes one aspect of the employee's performance.
Central Tendency: This refers to the problem of rating all employees as middle or average performers. In effect, this" keep the peace" strategy punishes superior performance and rewards mediocrity.
Personal Bias: Refers to the unfortunate tendency of some reviewers to rate an employee unfairly because they have personal feelings or biases about an individual or individuals.
Coaching & Feedback:
As you all know that Coaching and...
References: 1. Duncan Brodie, “Top 10 Tips for Giving Feedback”, Goals & Achievements, April 2009 posting, Goals & Achivements.com.
2. “Psychology: From Science to Practice” – Robert A Baron, Michael J Kalsher and Rebecca A Henry; 2007 on common appraisal rating errors
3. “The Pygmalion Effect – Managing Power of Expectations, Leaders Guide by Brain Mcnatt, Ph. D, CPA.
4. “Coaching for Performance” by Sir John Whitmore (personal-coaching-information.com).
5. “Managing Team Performance” - H.T.G.A. van Vijfeijken, November 2003.
*Veera Kandukuri, a senior HR practicing manager working with a leading Pharma Company at Hyderabad
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