Reference no: EM133865158

How would you reply to the following statement?

Statement 1:

Owning the performance management system as a manager is essential to it's success. You mentioned encouraging management to take responsibility, and I think that is spot on. Managers own this system and what they put in it will show in the performance of their section and in the development of their subordinates throughout their career. If they learn the right way at the start, it can lead to seamless growth throughout the company along with returned increased production. I mentioned in another post that training on this system is important because if you don't know, you don't know. Showing management how the company wants performance management performed is the start of ownership for managers.

Statement 2:

I'll be tackling this week's topic from a non-HR perspective. One reason employers may fail at performance management is their workload and lack of time management of their duties, which causes them to fail to take notice of their employees and their performance. One way to approach this issue would be to schedule a time to observe their employees. As they watch and observe, employers can immediately point out what they do well, like how they interact with customers or handle complex tasks and situations. Also, by taking initial time to be with their employees, they can take notice of the problem areas and plan out ways to address them with their employees. Having an active role in their employee's workday can help them feel seen and grow as the appropriate praise and correction is given during the event, which can be reviewed again later during yearly reviews so the employee and the employer can discuss how well or not so well they are doing in this area and how to draft a plan to improve in those areas.

From my experience as an employee, the best way to ensure a successful management process is for the employer or manager to maintain a good rapport with their employees. Back in college, I worked at Starbucks and could have been better. Management and the employees could have had a better relationship outside the cliques. Management actively provides advice and wisdom to their employees and shows the willingness to work with them to improve and grow by planning extra training for those struggling with the job. Acknowledging when the employee has improved and is rewarded with praise can make a difference in how they will continue the job.