I'm an HR professional asked to speak to staff to unveil a new performance management system. What things can I say?

May We Recommend...

The answer depends on whether you've made sufficient changes to have clear benefits compared to the old system FOR EMPLOYEES and managers. If you've just tweaked your system, by changing forms, or software, it's going to be hard to come across as credible in what you say.

If, however, the changes are radical enough to make your new system quite different, and with clear benefits to those present, then you are in good shape.

Consider These Things To Mention When Unveiling A New Performance Management System

  • Mention the frustrations managers and employees had with the old system. Highlight WHY they didn't like it, and what prompted the desire to change.
  • Do NOT spend much time on HR benefits, or benefits to the company. Employees don't care that much.
  • Spend most of your time explaining WHY the new system will benefit those present. Tie those benefits in to the frustrations with the previous system.
  • As time permits, walk through the new process as vividly as possible. Employees will want to know, very specifically, what the new process will look like, AND how it will feel.
  • De-emphasize the forms. Staff know that almost all review forms are a waste of time, and they've probably seen various different ones that look pretty much the same. Focus on your desire to HELP staff perform better.
  • Your new system should allow for, and create better performance. If it doesn't it's all a waste, and your presentation will be seen as such, and you'll have no credibility. Again, focus on how the system will make it easier for staff to do their jobs.

 

 


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Bacal & Associates was founded in 1992 by consultant and book author, Robert Bacal. Robert's books on performance management and reviews have been published by McGraw-Hill. He is available for consultation, training and keynote speaking on performance and management at work.

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  • Performance management and appraisal MUST be a partnership between manager and employee where BOTH benefit.
  • Performance management can be the lever for improved employee engagement.
  • The review process is the LEAST important part of performance management
  • If managers aren't managing employee performance, why are they there?

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