Every manager is a training manager

Successful companies view their preparation of organizational strategies and operational plans, their formulation of budgets and their monitoring actual performance against planned performance as a critical investment in their capability to compete effectively in the marketplace.

When an organization develops a product or service it spends a great deal of effort on forecasting demand, formulating detailed strategic and operational plans, budgeting, and monitoring planned and actual outcomes.

The breakfast of champions

Once the organization’s vision has been translated into strategic goals, and then into outputs, performance measures and targets, people will know what is required of them to achieve the organization’s vision. Systematic communication on how people are performing against their targets is critical, and this is the role performance feedback plays.

We define performance feedback as official information from the organization that tells people how they are performing against targets. Performance feedback is the foundation of what we call the performance - linked communication system.

Effective management teams recognise the importance of feeding back performance information to all levels of the organization, particularly to the workforce level.

Performance-linked Communication

Performance-linked communication is a system which relates organizational communication to the performance needs of the organization by answering the question, what needs to be communicated to the person doing the job so that targets can be achieved? And then building the infrastructure to ensure delivery.

Performance feedback is official information from the organization that tells individuals and teams how they are performing against targets.  Performance-linked communication on the other hand, is the communication of performance related information (including feedback) and understanding from a sender to a receiver so that the message is understood.

Empowerment

Empowerment is the creation of an organizational culture in which all employees use as much of their ability as possible, in a unified and synergistic way, so as to produce the results required by internal and external customers and stakeholders. In order to clarify the notion of empowerment we need to draw a distinction between what has to be done and how it is to be achieved.

What has to be done is determined in consultation with the stakeholders and customers, who may be internal or external. This is done by clarifying exactly what outputs are required, how those outputs are to be measured, and what targets or standards are acceptable.