News: Performance Management
'Enable' workers with effective performance management
12 August 2008
Managers and training directors need to make sure performance management initiatives are engineered to keep the right people in the right roles, according to a new survey.
The research, carried out by management consultants the Hay Group, indicated that ineffective structures and procedures and poor handling of underperformance contribute to employee frustration.
Over a third of workers interviewed by the group admitted they think their job does not make best use of their particular skills and abilities.
Just over a quarter of respondents credited their managers with creating a productive environment, while 40 per cent said they consider their boss deficient when it comes to distinguishing a good performer from an underachiever.
"The frustrated employee phenomenon poses a major business risk and a significant missed opportunity," remarked Ben Hubbard, regional director at the Hay Group's employee survey division.
"Business leaders must ensure that induction, development programmes and support structures are all designed to maintain the right people in the right roles at the right time," he added.
Furthermore, according to the Hay Group, companies' efforts to engage workers are futile if they are not bolstered by a supportive and "enabling" environment.
At the beginning of this month, Internal Comms Hub global editor Annie Waite singled out communication training in particular as key to warding off de-motivation in the workplace.
