Topic 5: Performance-focused climate
Focus on the PEOPLE, not the numbers As managers, our accountability is often based upon numerical measures. In today’s financially focused world, many stakeholders are predisposed to looking at the numbers first.
Georgoff (2018, p. 52) posits that ‘a reliance — or more accurately, a dependence — on lagging indicators of success becomes the natural response. Today’s organisation will not be measured by yesterday’s numbers but rather by their ability to develop a workforce to innovate for tomorrow’.
Holding people back Norms and social contracts within organisations are changing rapidly. Research shows that the meaning, development and impact employees derive from their work is becoming more important than compensation.
What, then, does this mean for organisations and managers that focus too heavily on the numbers?
ii A dramatic disconnect, a misalignment between individual values and organizational aspirations.
(Georgoff, 2078, p. 52)
What happens when employee needs are not being met?
Holding the organisation back Service offerings in the developed world are becoming:
• More people-centric (as opposed to transaction focused) • Innovation and service-focused.
How might management’s focus on ‘the numbers’ adversely impact these outcomes?
Becoming developmentally focused
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Competing in today’s VUCA (volatile, uncertain, complex, and ambiguous) environment requires a shift toward people development
(Georgoff, 2078, p. 52)
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Georgoff argues that organisations pursuing developmentally focused performance cultures must adopt three key elements:
1. Individualisation of development 2. Establishment of feedforward conversations 3. Strong execution requires the use of both people-based and technical systems
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For further information on this topic, read the following article.
• Georgoff, P. (2018). Focus on the PEOPLE, not the numbers. Talent Development, 72(7), 50-55. Watch What is performance management When you have finished listening to the podcast [15:42 mins], you will have a broad understanding of what is encompassed by the term performance management. Dr Susan Inglis also explores the importance of effective performance management processes and the cost of not managing staff effectively.
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