Managers spend an average of 200 hours a year accurately, retrospectively assessing performance of their team members. Pretty time-consuming, right? Often frustrating for manager and employee, too, because how do you combine the roles of evaluative manager and developmental coach in one conversation? Confusing, and ineffective. Not surprisingly, more and more companies are shifting their focus from retrospectively assessing performance to discussing development. So looking ahead. And then it pays off!
No. A good Performance Development strategy contributes to the engagement of your employees. A greater sense of added value increases the drive for the company to be successful. Moreover, you look at where the gains can be made, what can be developed. And you know what they say “success equals money” or was it success equals happiness?
In Performance Development, you encourage employee development and performance and discuss goals. So it’s about making the organization agile and organizing work. Bunchmark helps you set up what’s called a “Performance Development Cycle. We always do that based on what’s already there and looking at the goals your organization has in (re)designing the cycle.
The good news is; there is nothing necessarily wrong or right. However, there are a few ingredients we are fans of that are often at the root of a successful outcome:
We always work using the following steps when addressing your Performance Development process: