We currently have a performance management system that includes an electronic performance review, an annual review cycle, performance related pay and action plans for high and low performers.
Despite the tools and processes available, management often fails to recognise their associated role and responsibilities and therefore performance management is not as effective as it could be.
In order to embed performance management effectively, we have initiated management training and plan to introducing ‘Organisational Development Boards’.
It is believed that these Boards can embed effective performance management by raising the profile of performance management as a business priority, establishing a clear focus and encouraging management to take ownership.
These ‘Boards’ will convene on a regular basis and set management targets for managing individual and team performance and will proactively monitor progress against these goals.
The boards are designed to improve the capability of the organisation by ensuring alignment of staff development with business objectives, conducting effective succession planning, and the effective management of high and low performers.
I believe these type of ‘Review Boards’ must exist within other organisations and I am keen to learn about the model and approach employed by others.
Even some indication of what these ‘Review Boards’ are more commonly known as would help, so that I can run internet and library searches.
Katherine Green
