Untying the Knot of Performance Management
It is a common finding: Staff and managers are unhappy with existing performance management systems and yet have a well developed sense of what is good performance. This is our point of departure.
Birches Group takes the approach that building an effective system of performance management that truly discerns and differentiates is not based upon an elaborate effort to map multiple elements or factors but rather to concentrate on only three:
- The Quality of Substantive Thought
- The Ability to Listen and Adapt
- The Capacity to Deliver
Everyone understands and assesses their interactions in the workplace and in fact in everyday life from these perspectives. From these three perspectives it is possible to capture views on individual and team performance that bring together the views of staff, management and clients.
Birches Group has worked with organizations to develop tailored definitions of performance for all jobs across these perspectives that serve as a common framework for multi-rater evaluation. Simplified online capacity to capture performance ratings via the Community™ system enable organizations to quickly deploy and collect performance management data presented in clear report formats that position management to recognize staff.
Turning the Workplace into a Place of Continual Learning
Competency development is recognized as critical in sustaining an organization’s capacity to innovate. Preparing staff for new jobs, within or outside an organization or simply sustaining a creative edge requires that today’s office also serve to build tomorrow’s skills.
Working from the Community™ framework, Birches Group helps organizations target functional competency development by targeting the three key skills areas:
- Substantive Thought
- Planning and Delivery
Professional development depends on growing skills in these areas. The milestones of skills development can be easily tied to the overall growth in job responsibilities. Birches Group has worked with organizations to build a framework that identifies how these skills are expressed in the work programme of the organization and how these skills are developed in the actual workplace.
By identifying the developmental opportunities which already exist in the office, practical means of building skills and promoting cohesion in the workforce are achieved. All staff see not only the opportunity to grow but also the need to share knowledge and nurture others. With a simple approach, staff are positioned to take charge of their development and the organization enhances its investment in its staff through practical on the job approaches.