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PERFORMANCE MANAGEMENT

Building a performance management practice in your organization that is simple, clear, and meaningful to your employees and leaders is both an art and a science.  The trick is to integrate your practices into the flow of work and the rhythm of your business.  Making it how you work not an annual exercise.

Disco Porcupine can support your PERFORMANCE MANAGEMENT needs through:

  • aligning performance management to the rhythm of your business,

  • designing and implementing tools and resources to support your performance practices,

  • evaluating, recommending, and implementing technology solutions that complement vs. dictate your  practices,

  • provide learning and development support to build a feedback rich culture,

  • and link your performance practices with your total rewards cycles.

When you build a solid foundation for your performance management practice your organization will be set up for greater success at the employee, team, and organization level.

Timing:  When performance management is an "event" it often collides with other critical business processes like annual budget planning, year end financial close out, compensation decisions, and year end product and project sprints.  In these situations both leaders and employees often rush through the process leaving no one satisfied in the outcome.

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Work Stream Collision: Performance Management is an input for other conversations like compensation reviews, talent reviews, and succession planning.  When performance management practices become a way of working vs. and event, it becomes much easier to delineate these conversations.

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Making the Subjective Objective: There will always be a level of subjectivity in performance assessments, especially in regard to behaviors and company values.  Investing in foundational tools like role profiles and having calibration conversations can help remove some of that subjectivity.

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Fear of Feedback:  There is no short cut for building a feedback friendly environment.  It takes courage and practice giving coaching and guidance along the spectrum of exceptional performance to under performing.  And not just leader to direct report, peer to peer, direct report to leader, etc.  When you commit to building this practice you'll improve psychological safety, a willingness to try new things, and an environment of growth and learning.  

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Team vs. Individual:  So often work is done as a collective and many times across departments and divisions.  Building in a way to assess team performance and individual contributions is important to having a performance management practice that is meaningful. 
 

​Most importantly, ask "Are we actually going to do this?"  Performance management practices are only as good as the importance given to it by senior leaders through role modeling and participation. 


What Makes Building a Performance Management Practice so Hard?
 

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