We are delighted to have Dilip Boury, Researcher at Roffey Park Institute, provide us a very interesting post highlighting some key points regarding performance management within organisations which have emerged from their annual 'Management Agenda' survey.
The Management Agenda 2012 survey is available as a free download via a link at the end of this post.
Roffey Park's annual Management Agenda survey 2012 finds that since the downturn, the proportion of managers reporting that their organisations are failing to tackle underperformance has increased to its highest level. What's more, organisations are failing not only to address underperformance but also to encourage and support good performance.
Failure to tackle underperformance is not only a critical issue for organisations in terms of lost productivity but also because it risks undermining the goodwill of high performing staff. However, this year nearly half of managers (46%) reported that underperformance is not tackled at all well in their organisation. This proportion has increased year on year since we began asking this question in 2007. It appears that as the economic conditions have deteriorated, organisations have put underperformance under the spotlight.
To understand why organisations were failing to address underperformance we asked managers to rate their performance management. About half reported their organisations were poor or very poor at dealing with underperformance whether through treating it as a development opportunity, confronting it or through providing performance coaching. Moreover, few organisations are adept at encouraging good performance, for example through incentivising going the extra mile and rewarding good performance.
Organisations seem best at performance process issues such as conducting scheduled performance appraisals, making it clear to people what they are expected to deliver and involving people in setting stretching but achievable goals, but even in these areas one-fifth of organisations are poor or very poor and the majority are simply ‘adequate’. It seems organisations are going through the motions of performance management but are failing to get to grips with the difficult issues.
Now in its 15th year, Roffey Park's Management Agenda is the definitive survey that helps organisations understand what to expect in the year ahead.
To download a free copy, just click on the link below:
The Management Agenda 2012 Survey
About the author:
Dilip has been working in applied organisational research and since joining Roffey Park in 2007. He has authored published reports for Roffey Park’s 12th and 13th Management Agenda surveys and an in-depth study into what enables truly effective HR Business Partnering. Dilip also conducts bespoke research for a range of clients, including the Home Office and Agencies, the Ministry of Defence, Eversheds, the National Police Improvement Agency, NHS Yorkshire and Humber and Gas Strategies, Plan International and many others. He holds an MSc in Occupational Psychology, a PG Dip in Psychology and a BA in Applied Social Science