Leadership has to make performance management a priority

Brian Harkins is Director, Topgolf International – www.topgolf.com, that inspires the connections that bring people together for unforgettable good times. .

Whose responsibility is Performance Management?

For the entire organization to embrace the process, everyone has to play their part. HR needs to design a tool that measures objectives that are meaningful and actionable, not abstract competencies. And they must provide the easiest possible process. Leadership has to make performance management a priority and set the example. Managers need to evaluate performance in a fair and thoughtful manner, not rushing to complete the task because of an impending deadline.

Should Development discussions be de-linked from Performance Reviews?

Depends on the culture. If the review conversation is a true dialog, then meaningful development plans can come from it. Annual goal setting doesn’t have to just be about organizational objectives, it can and should be about personal growth. In a culture driven only by raises and promotions, development planning should be pulled out and included in a larger organizational development/ succession planning/ mentorship strategy.

Which is the Performance Management model that’s most effective?

We use simple performance evaluations, SMART goal setting for annual goals and development planning, 9 Box as needed for Succession Planning, and 360’s (administered by an outside partner) for senior leadership.

Is the Bell Curve any longer relevant?

A rating scale works for us. We do customize what we call the ratings so they are a culture fit (from Rockstar to Needs Improvement). We have to provide training so the managers understand the the top of the curve actually is meeting the organizations expectations and that anything beyond that is exceptional.

What works best in Employee Performance Management?

We devote most of our performance evaluation tool to rating our team’s performance to behaviors tied directly to our Core Values. Then we look at individual performance to annual goals. But we don’t get hung up on goals. We recognize changing priorities and trust that incremental progress toward goals is being coached and recognized on a regular basis. The Annual Performance Conversation, and to a lesser degree the mid-year touch base, are a chance to formally step back and look at the Associate’s total performance, engagement level and to discuss growth opportunities.