Posted by Julie • June 28, 2016 (Last modified July 29, 2018) • 3 min read
Are you getting the value out of your performance management system and keeping your employees actively engaged? If not, it might be that your managers don’t know how to implement your performance management system.
Honestly, the value of performance management lies in the hands of your managers. Your managers can make or break your performance management model simply by how they approach the process and whether or not they use the system you’ve put in place.
One of the greatest problems in the workforce is lack of engagement. Employees often find themselves at work and totally uninterested in what they do. A full 71% of employees are not fully engaged, and a shocking 26% are actively disengaged. Disengagement will come back to bite you when your employees fail to be productive and have no motivation for their work. It ends up reflecting on the value they add to the company. And the reason employees are disengaged can often be traced back to your management. 80% of disengaged employees are not satisfied with their current manager.
Of course, great management goes a long way towards encouraging and increasing employee engagement. Managers who know how to motivate their employees and spur them on towards greater engagement and productivity are key assets to your company. In fact, talented managers can improve your company’s profitability by 48%.
Sound familiar? That’s because motivation, feedback, and encouragement are all parts of a great performance culture. Try to weave each one of these ideas into any management training and ask your management team if they are struggling with any of them. If so, take the time to dive deeper into your performance management process to see where you can augment in favor of feedback, encouragement, and motivation.
By using effective performance management systems, managers can give constructive and specific feedback. Feedback is shown to be a major factor in employee engagement, so much so that 98% of employees will fail to be engaged when managers give little or no feedback.
Sharlyn Lauby writes, “Managers should be giving feedback to all employees on a regular basis. It’s just the right thing to do.”
Note Lauby doesn’t say it’s simple, just that it is right. Giving feedback regularly does two things. First, as we’ve discussed, it creates higher levels of engagement within your workforce. But second, it allows your managers to regularly practice giving constructive and specific feedback. Hopefully, this regular practice will make perfect and performance feedback, even the critical kind, won’t be so feared, by managers or employees.
Ultimately, no matter how incredible your performance management system is, it will fall through without the right managers implementing the system. The committed leader on the other end of performance management is what drives the entire process, the one who truly inspires your employees to work hard and strive for improvement. 43% of highly engaged employees receive feedback at least once a week. A great manager will focus on providing effective and constructive feedback regularly.
Managers bear a lot of responsibility when it comes to performance management. For it to be truly effective, managers should take the initiative to give employees the feedback they need, give accurate and consistent performance reviews, and push their employees towards continued growth and development. But the right leader will take on this responsibility with determination and positivity, recognizing how important to the employees, company and team it is!
If you feel your managers aren’t up to the task, discuss how you can help. Many managers are hesitant to ask for further training on a platform they don’t understand or want to admit they aren’t quite ready to give impactful performance feedback. Try hosting a lunch and learn around building your performance culture and see how quickly your managers start creating a positive performance management movement!