It frequently happens that a person isn't sure who is his boss. Strange you'd say? Not really. In previous blog posts, I discussed the importance of report lines and the multiple options an organization has to define the report line (see: Wanna know who's your manager? Follow the Money line!)
In this blog post, I like to discuss the importance of organization structures, in relation to Performance Management. The relationship is very simple:
He who is your boss is the one who agrees with on your objectives, measures, reviews and gives you feedback.
He who is your boss is the one who agrees with on your objectives, measures, reviews and gives you feedback.
Unfortunately, many organizations mess already up in the beginning. More primary performance systems request the manager and employee to validate their report line in the system. It happens too often that the relationships aren't precise or even incorrect. And incorrect input... well... garbage in, garbage out. And you don't want people to set irrelevant objectives with managers that aren't going to manage them correct?
Solution:
First, ensure that you manage organization structures through a database (see: drawing organization charts is a waste of time).
Second, built a relationship between the organization structure, position based of course, and the performance hierarchy.
First, ensure that you manage organization structures through a database (see: drawing organization charts is a waste of time).
Second, built a relationship between the organization structure, position based of course, and the performance hierarchy.
Keep also in mind the following principle rule of objective setting:
Objectives are primarily set against the position, and secondly to the incumbent. That way, when staff move to other areas during the year, the calibration of previous and new objectives can be controlled and managed.
Objectives are primarily set against the position, and secondly to the incumbent. That way, when staff move to other areas during the year, the calibration of previous and new objectives can be controlled and managed.
A final thought:
Your reward team often coordinates the performance management process (as money is often what motivates, wrongly). In some organizations, it's organized by talent, as performance drives development (or was it vice versa?). But maybe organization development can also drive performance management and ensure alignment with structure, strategy and finance? Who will tell ;)
Your reward team often coordinates the performance management process (as money is often what motivates, wrongly). In some organizations, it's organized by talent, as performance drives development (or was it vice versa?). But maybe organization development can also drive performance management and ensure alignment with structure, strategy and finance? Who will tell ;)
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