Most people think of performance management as the annual performance review, and only the review. As you know, this is incorrect. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization.
As a supervisor here at the University of Massachusetts, Amherst, you’ve got a dual role when it comes to performance management. First – as the majority of your employees are in a union, you’ll need to be familiar with the various requirements for performance as agreed upon between the unions and the university. You can find all the information you need via Labor Relations and Workplace Learning and Development .
Second, you’ll need to figure out how you will implement the performance management process that works best for you. Will you meet weekly, biweekly or monthly? What will be the agenda of these meetings? How you will you motivate your employee? Lastly. What will the conversation look like? One way to approach this conversation is by focusing on your employee’s strengths and successes.
Marcus Buckingham provides this newer approach to employee performance. He’s a leader in the field of performance management. His basic approach focuses on an employee’s strengths, successes and engagement. He’s got a unique and refreshing viewpoint on performance management – saying it is two things. Check it out here.
As we know, working in a unionized environment, presents its own challenges and in some cases, drawbacks. Below are a view videos featuring Marcus talking about performance reviews and motivating negative employees.
Strength Based Performance Reviews
What’s the Problem with Performance Reviews
Motivating a Negative Employee
As a supervisor you have a responsibility towards your employees to help them succeed. There are many ways to approach performance management. A strengths based approach is just one way, but if you’re having challenges, why not give it a try?
This blog post written by Paul Papierski. SHRM-CP, CPC, an Employee and Organizational Development Specialist with Human Resources at the University of Massachusetts, Amherst. Feel free to contact him directly at ppapierski@umass.edu with comments or questions.