A lot of companies start the procedure for evaluating how good employees performed against expectations, as we turn the corner and head in to the last months of 2011. For many, it is an institutional ritual that must be achieved to satisfy a deadline on the HR calendar. For others, it's an opportunity to increase the effectiveness of human capital and direct further development. Handling functionality is an essential direction area - ensuring workers understand the company's strategy, how occupation duties link to special goals and discovering the extent to which attempts translated into quantifiable results. Performance management systems take on several kinds, from freestyle narratives and examine the carton competency lists to more detailed MBO procedures. Regardless of how it is done, the target of any efficiency management system would be to optimize individual operation in the pursuance of company goals. In essence, good performance management is a set of interactions that transcend the particular processes used.
Learning from the Greatest
So, where does Socrates fit in to all of this and what can this philosopher and master teacher teach us about performance management? Most of us recall Socrates (and his pupil, Plato) as essential reading in philosophy class. These days, and outside of the academic setting, Socrates has a great deal to educate us about uncovering the truth through constructive dialogue, sense and introspection. Not astonishingly, these happen to be key components of effective performance management. Socrates applied a technique known as the Socratic Approach - a kind of question that brings learning from within. He improved the quality of thinking in others through sensible reasoning and insight, and in the process, led people to the truth without telling them. This is what a good coach does - helps you reach your potentiality by further developing the capabilities that already exist. Human performance is a function of conscience thought and action, where thinking drives behavior and behavior drives results.
Understanding the System
Too frequently, performance management discussions are limited to reviewing actions, outcomes and the reasoning for differences to plan. What we need to attain is an open conversation that encourages unrestricted curiosity, beneficial feedback, difficult assumptions, and probing questions. These are typical behaviors demoed in a true learning organization.
We must focus on the performance of the person, if we desire to improve the performance of the organization. The worse thing Teamwork Development we can do to enhance human operation is direct our focus toward overhauling the administrative system, changing the forms or making the execution piece work more efficiently; set another way, becoming process perfect but results deficient.
Employing the Method
The 4 categories of questions recorded below provide a message board for productive exchange in investigating presuming, behavior and outcomes; these questions can be altered to fit a given set of states. The significant point to remember is that questions like these should be applied in regular discussions to: develop notions, challenge beliefs and assumption, gain outlook and comprehension and value results:
Gaining View & Understanding
What is causing this to happen? How did you come to this conclusion? Give me an example to illustrate your purpose What other views did you consider Are there any unanswered questions at this point? Has this occured before? Why is this needed? Tell me more about.....? Challenging Premises & Beliefs
Are there other explanations for what occured? What observations support your beliefs? How much is logic and how much is emotion? Are you supposing or do you know? Given your beliefs, what would happen if....? What occurs if your premises are wrong? Developing Notions
Have we ever contemplated this tactic before? How does your notion meet into the strategy? Are there any threats or unknowns that should be evaluated? What are the ideas and reactions of other stakeholders? What do we already know about this subject? If completely executed what would this look like? Desire level of self-confidence do you have in.....? What questions do we need to inquire? Evaluating Results
Is this how you expected it to turn out? What would you do differently next time? What can we learn from this? What were the intended and unintentional impacts? How does this consequence impact ....? What is the value of...? Who needs to understand about this? Final Ideas
An organization grows and develops at the same speed as its workers. One method to hasten development is through a more powerful performance management procedure. Performance management is a critical action that should take place every day of the week through continuous and constructive dialogue. Employees at all levels can enhance the quality of their thinking by asking the right questions and drawing out the possibility in others. The best place to begin the journey is by asking the question: "What would Socrates do"?