MCS Communication
 

Behavior-based Performance Management

How do organizations manage performance? One way is, "traditional performance reviews". Most leaders believe that these reviews are necessary, but don't like to use them. As a result, appraisal systems are being severely criticized from all sides and are often used reluctantly to satisfy some formal organizational or legal requirement. Leaders find performance appraisals troublesome, particularly when they have to criticize an employee's performance and put the criticism in writing, and have become ingenious at finding ways to bypass them. Indeed, top management either ignores appraisals or, more often, goes through the motions but does not abide by the results. Employees charge that the appraisals are often too subjective, and the federal courts frequently agree with them. Most disappointing of all, many executives themselves realize that existing performance appraisal systems do not bring about a positive change in their employees' behavior. In fact, the reverse is often the case. An article in the Harvard Business Review showed that performance typically decreased for up to twelve weeks following an appraisal. This result stems from a tendency for employees to attack the appraisal instrument (e.g., "You aren't measuring me on the right things."), the appraiser (e.g., "If you'd get out of your office more frequently, you would see what I am truly doing for this organization."), or both.

This is unfortunate because performance feedback is crucial to the effective management of an organization's human resources. Feedback is the critical variable affecting an employee's self-development. Staffing, performance appraisal, and training are three systems necessary for ensuring the proper management of an organization's human resources. A prerequisite for establishing these three systems is an effective process for modeling top performers and developing a success template with core competencies and key behaviors that lead to high performance.

MCS’s solution is to design total Behavior Based Performance Management systems that are linked into work planning or objectives-based systems. We implement performance appraisal processes that give accurate feedback, measured against benchmarked standards. Our entire process is woven into a comprehensive performance management process that includes a Job Profile Analysis combined with training and exercises to familiarize managers with the competency model that clearly links key job tasks to performance standards. Participants receive training in an interviewing process that the manager uses to get a direct report to talk in detail about how he/she approached key job tasks in specific instances. We provide training and practice for managers to help the direct report analyze his/her behavior on key job tasks, and identify ways that the competencies were applied. We provide a model (E.C.H.O.S.) for how to develop and coach the individuals towards the desired competencies and key behaviors. This seminar usually takes 2 days for managers to learn and implement.

Formats: 1 Day to 2 Days
Availability: Train the Trainer certification or delivery by MCS Consultants

"We implement performance appraisal processes that give accurate feedback, measured against benchmarked standards. Our entire process is woven into a comprehensive performance management process that includes a Job Profile Analysis combined with training and exercises to familiarize managers with the competency model that clearly links key job tasks to performance standards."