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Chapter 9. Using Performance Management ... > The Important Parts of Performance M... - Pg. 91

Using Performance Management to Help 91 First, when you have this regular two-way conversation, you learn about problems more quickly. If someone is habitually late on deadlines, you need to know that as soon as possible, not at the end of the year, when it's too late to do anything about it. Second, we know that the best feedback is feedback that occurs as quickly as possible. If a person excels or causes a problem, the feedback should occur as quickly as possible. That helps them, and it helps you. Finally, if you do have to take disciplinary action, the ongoing communication you and the employee have had will provide some legal protection. Documentation, Data Gathering, and Diagnosis Because performance management is useless unless it results in better performance or better be- havior, we need to have a way of recording any conversations with employees and gathering infor- mation that can be used to improve performance. Docu-mentation refers to the record keeping. Data gathering refers to getting information you need to figure out where a problem lies. Diagnosis in- volves figuring out why the problem occurs. From the Manager's Desk