Managing Performance Dynamics
Karthika’s manager has always been impressed with her work. However, her manager noticed a sudden dip in Karthika’s performance sans any obvious reason. Fortunately, the manager noticed this dip at the right time and acted upon it. Usually, managers are not happy with performance surprises with a negative connotation. It is more so when they are dealing with a good number of team members.
Whether you wish to blame the complexity of the jobs and marketplace or the complexity of our internal and external environmental factors, performance dynamics has, indeed, become a pertinent issue for most organisations. Performance appraisals are no more the lifeline of performance management systems. Companies, small and big, are focusing on the performance of every individual regularly through various mechanisms. Here is what our experts have to say about managing performance dynamics.
According to Manmohan Bhutani, Vice President – People and Operations, Fiserv India, “Internal dynamics can be managed by adopting an “OCTAPACE” culture. By creating an environment of openness, confrontation, trust, authenticity, pro-activity, autonomy, collaboration and experimentation, a manager can effectively deal with employee performance dynamics. Employees will react favourably if they observe the above traits in a manager.”
Developing such a culture is indeed a welcome break. Both the organisation and the employee will benefit from this. It immensely helps if metrics can be associated with these parameters and both the managers and employees regularly evaluated on these parameters.
Irrefutably, the relationship between the employee and manager is a dominant factor that influences an employee’s performance. Says Deepak Kaistha, Managing Director, Planman Consulting, “On the one hand, employees might feel negatively influenced because of micromanaging by managers or budget restrictions while on the other, a manager's approachable management style and superior quality equipment may be perceived as inspiring.”
Dealing with sudden decline in performance
Akin to other idiosyncrasies, it is indeed difficult to foresee a downward trend in the performance chart of any employee. If diagnosis of performance problems does not happen, how can a manager deal with a sudden decline in performance levels?
Says Deepak Kaistha, “For a manager to manage performance decline, it is crucial that performance must be explicitly defined, which requires a set of standards. And for the deviations to be measured and observed properly, trained managers and clearly defined and agreed procedures are required. Most importantly, consistent feedback, rewards when standards are achieved or surpassed, and sanctions when they are met are an absolute must.”
In addition to organisational policies and practices, it might help if the manager deals with the situation at hand with the employee directly. Manmohan Bhutani says, “Performance decline is typically aligned to the change of behaviour in people. A close observation by the manager and then having an open one-on-one talk with the concerned individual would help reveal the real reasons behind the decline in performance. The issues can range from the type of work, bad influence of a co-worker, health issues or personal problems (related to marriage, family and so on).”
It takes a substantial effort to identify the factors behind the performance dip. Firstly, the manager needs to track the trends. Then comes collecting the facts and presenting them to the employee and gathering reasons through discussion. Only then, will the manager be able to address the issue. According to Swarna Singh, HR Manager, The Chopras: Overseas Education Consultancy, “If there are any operating concerns or hygiene issues affecting the overall morale of the team, then these need to be addressed appropriately and corrective measures need to be introduced to bring up the motivation levels. If certain external factors are contributing to declining performance graph then managers need to be able to provide strategic direction to their team.”
Dealing with performance attitude issues
In addition, we have this cluster of employees who work according to their whims and fancies. Such performance attitude problems might be contagious and hinder the overall performance of the team. Managers need to go beyond one-on-one discussions while dealing with these situations.
Manmohan Bhutani suggests, “Adopting situational leadership styles in most cases that is, a combination of directing, empowering, supporting, coaching or counseling helps in dealing with such challenges.”
Says Swarna Singh, “Direct conversation seldom helps in such situations as most people with attitude issues do not see any problem in themselves. Mentoring and coaching such individuals is a long process. Managers need to give constant feedback.”
Keeping a constant tab on employee’s morale and performance is the first step in dealing with performance dynamics.
Going forward, managers need to follow organisational policies to the core and at the same time encourage employees to do so. Inspiring leadership not only helps to deal with performance issues instantly but also strives to avert them altogether.
Source: The Hindu,September 12, 2012
{jcomments on}
