MANAGING PERFORMANCE OF MILLENNIALS: How to Make Performance Management System Relevant Today
Book Details
Author(s)PILMA PILANGA II
ISBN / ASINB077TW83HN
ISBN-13978B077TW83H7
Sales Rank2,705,400
MarketplaceUnited States 🇺🇸
Description
The Performance Management System (PMS) is meant to enable people to achieve organizational objectives. Yet all it is managing to accomplish is to discourage employees and consume chunks of company time while doing it. It is time for change. How do we do it?
First, we let top management and its managers be the PMS champions. Not the company's HR. Why? It has to do with perspective. Top management is focused on company objectives and managers are concerned with how to get there. But HR does not have these perspectives. It is a function trained for compliance, discipline, and rigid transactions. It needs to follow rules and procedures to be successful. On the other hand, the PMS needs creativity and urgency to be relevant. And these are the operative words for high performing managers.
Second, the PMS must emphasize performance discussion, coaching and rewarding as a regular practice. Managers need the PMS now and frequently to drive high performance, not at the end of a year.
Third, the company needs to embrace a culture of care. This book calls it Corporate Care. It is about management and employees "seeing and helping" the other to achieve organizational objectives. You will want top management to give clear direction and the support necessary. Middle managers to listen, coach and train their people. Employees to respond generously as if the company is their golden goose.
This book gives you a framework, together with steps, stories, examples, and templates, that will make the PMS relevant to the demand of the times. It is written for business owners, executives, managers, and supervisors.
First, we let top management and its managers be the PMS champions. Not the company's HR. Why? It has to do with perspective. Top management is focused on company objectives and managers are concerned with how to get there. But HR does not have these perspectives. It is a function trained for compliance, discipline, and rigid transactions. It needs to follow rules and procedures to be successful. On the other hand, the PMS needs creativity and urgency to be relevant. And these are the operative words for high performing managers.
Second, the PMS must emphasize performance discussion, coaching and rewarding as a regular practice. Managers need the PMS now and frequently to drive high performance, not at the end of a year.
Third, the company needs to embrace a culture of care. This book calls it Corporate Care. It is about management and employees "seeing and helping" the other to achieve organizational objectives. You will want top management to give clear direction and the support necessary. Middle managers to listen, coach and train their people. Employees to respond generously as if the company is their golden goose.
This book gives you a framework, together with steps, stories, examples, and templates, that will make the PMS relevant to the demand of the times. It is written for business owners, executives, managers, and supervisors.
