Human resource management practice I also available by michael armstrong

FIgure 

25.4

 

Introducing performance management: dos and don’ts

 

Do

•  consult/involve;

•  provide training; 

•  communicate (process and benefits); 

•  get buy-in from senior management;  

•  align and ensure relevance to

  organizational/business/stakeholder needs;  

•  keep it simple; 

•  get ownership from line managers; 

•  ensure clear purpose and processes; 

•  monitor and evaluate; 

•  align to culture; 

•  plan and prepare carefully; 

•  align with other HR processes; 

•  run a pilot scheme; 

•  clarify link to reward; 

•  treat as a business process; 

•  be realistic about the scale and pace of

  change; 

•  define performance expectations. 

•  just make it a form‐filling, paper‐intensive

  exercise; 

•  make it too complicated; 

•  rush in a new system; 

•  underestimate the time it takes to

  introduce; 

•  keep changing the system; 

•  assume managers have the skills

  required; 

•  link to pay; 

•  blindly follow others; 

•  neglect communication, consultation and

  training; 

•  assume that everyone wants it. 

Don’t

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