For a year or two you can motivate people through emotion and show biz. They are hyped up for a while. But, for the long run, people must know they will be measured in an accurate way in relation to the responsibility they have been given. That’s a good way of spreading security among people, and it’s one area I didn’t always understand as well as I do today. Jan Carlzon
Sacher Associates have successfully installed many performance appraisal systems, aligned with the strategic planning, performance measurement/management and other performance improvement systems necessary for continuous performance improvement. It is an integral part of the core work in which we have specialized for over 25 years. Many performance appraisal systems fail because:
- They do not make the crucial link between strategy and daily actions and operations.
- They focus attention on tactical feedback and control of short-term operations.
- They don't have the requisite measurement, communication and training systems, effective and in place etc.
Developing performance appraisal systems is almost always part of the broader aim of creating an environment that lends itself to continuous performance improvement. This can sometimes be a very complex issue. A part of any solution will be the interrelationships between managers, supervisors and the workforce, systems processes and procedures, the satisfaction of critical training needs, and the development of a total team approach to performance improvement.
The ambitions contained within these aims and the wide scope of a typical performance improvement project are only two of the many reasons for using Sacher Associates. Our role is not to run courses or perform other activities that your internal people could do, but rather to make the overall project work. We are selling sustained bottom-line improvement, not pre-packaged solutions, programs or training courses. We work together with you in an open and consultative style to provide problem-solving capacity in excess of what either party could deliver alone.
Developing performance improvement systems usually involves an installation phase and an anchoring phase. Installation involves a complete review, and usually a change or improvement in the design of the performance system. Anchoring involves continuously modifying and improving the system through implementing lessons learned on the job.We have a great deal of installation experience. Furthermore, external consultants are not handicapped by being a prophet in their own town, as are internal consultants.
Most people in organizations today are struggling just to survive in their business on a day-to-day basis. The internal person may also be struggling to get the attention needed from senior management to work on their environment, be it on improving their performance appraisal system or anything else. We are paid for a limited time only, are experienced in installing performance systems in various companies. have dealt with similar problems before, and have less trouble getting the right people’s attention.
We do not, however, understand the company’s culture, its politics and its people, the way they relate to each other, and where there are pockets of resistance in the organization.The best combination is external and internal consultants, or facilitators, working together. The external consultant concentrates on the installation phase, providing a firm basis to pass on expertise to the internal consultant, who concentrates on the anchoring phase.This external-internal combination provides problem-solving capacity in excess of what either party could deliver alone and without which the installation of a team performance system fails.
A good performance appraisal system provides a comprehensive framework that translates an organisation's vision and strategy into a coherent set of outputs, performance measures and targets.By developing a set of outputs, measures, targets and feedback systems for the leadership team, and then cascading these down the organisation in such a way that they are localised, meaningful, understood, owned and aligned, the link between the organisation's strategic goals and the daily actions of the people doing the work can be made.Resource allocations, annual budgets and strategic decisions can be driven by the strategy. Performance reviews can be used to monitor individual performance which in turn monitors organisational performance. Reward systems can be designed to reward organisational performance achievement. The vital link between what people are doing on a daily basis, and strategic goals can be made.
A good performance appraisal system must mobilise the people in the organisation in such a way that their daily activities bring them closer and closer to strategic goal achievement. The performance appraisal system must be a systematic process to implement strategy.