performance mapping at ord`ns

	Message From: sandeep_mhrm	Total Posts: 3	Join Date: 23/07/2010
Rank: Beginner	Post Date: 02/09/2010 06:30:54	Points: 15	Location: India

PERFORMANCE MAPPING Every manager knows if you can’t measure it, you can’t manage it. However, the whole concept of performance measurement is fraught with difficulty. So much so that many organizations have given up on the idea of building effective performance measurement into their operations. Two issues in particular stand out amongst the many: How can meaningful performance comparisons be made between people who do totally different jobs? How can you get real management buy-in for continuous performance measurement? We created Performance Mapping to overcome these issues. Performance Mapping is a self-motivating process that enables realistic comparisons to be made between people doing entirely different jobs. It achieves this by providing a consistent and ongoing process through which: Managers: Measure performance, Allocate meaningful performance ratings and, Set key performance-related tasks to help subordinates improve their performance. Subordinates: Clarify managerial misconceptions regarding their performance and, Establish clearly what needs to be done to improve future performance ratings. How Does It Work? (1) Proper Documentation It has long been known that managers, who provide written instructions for subordinates and who use an effective reminder system to follow up, have much more success in resolving subordinate performance issues. At the heart of Performance Mapping is a process that thoroughly documents all key performance issues. Performance Mapping provides a structured yet user-friendly, web-based environment that makes it easy for both manager and subordinate to document performance-related issues as they arise. Gone are the days of who said what. With Performance Mapping’s documented approach, a clear and unambiguous record is kept of performance-related issues. (2) Downstream Management Additionally, Performance Mapping provides management-by-exception reports that bring critical issues to the attention of more senior management. The technique encourages managers to look more deeply into performance issues in their downstream organizations. During the performance measurement process, it requires managers to review the priorities adopted by their immediate subordinates in the management and performance measurement of people at the skip level. With Performance Mapping’s focus on effective downstream management, critical performance issues are spotlighted and quickly resolved. (3) Key-Factor Measurement Different jobs place different demands on employees. During over 20 years of work with organizations throughout the USA, Canada and Europe, a powerful yet easy-to-use Job-Analysis Tool has been developed which enables the key performance factors for every job within any organization to be identified. During performance measurement, each subordinate is rated by their manager on each of the factors considered fundamental to the performance of their job. With Performance Mapping’s Job-Analysis, a level playing field is created which enables the performance of employees with differing responsibilities to be easily and accurately compared. User experience with Performance Mapping has shown that the technique brings a whole new perspective to the business of management. Managers and subordinates alike both find the process rewarding. Why is this? From the Manager’s Perspective The process is continuous and brings peace of mind that critical performance issues are being managed properly. This enables managers to get into the detail when necessary while leaving them free to think and act strategically at other times. From the Subordinate’s Perspective The process is fair – strong performers like having their performance measured. They want senior management to be aware of both their contribution and their potential. Poor performers either, want to know what they have to do to improve – in which case the process provides them with much needed direction and support, or, want to avoid having to perform properly – in which case, the process flushes them out. The Result Now, for the first time, it is possible to create a performance map of your entire organization and keep it up-to-date on a continuous basis. This map can be used to drive bonus and other performance-related methods of remuneration. In the process, you can identify key performance issues and make sure these are properly managed. Strong performers can also be identified and rewarded appropriately. In this way, Performance Mapping can help you retain high performers, reduce your break-even point and improve the bottom-line performance of your organization.