Splitting performance expectations into the logically separate categories
of required outcomes and acceptable behavior has been recognized as a
best practice in human capital management and must become a standard practice
for any organization expecting to succeed in today’s talent-competitive
marketplace. (See, Execution, pps. 150-151, Larry Bossidy) In short, high
performers want to know not only what you want but how you want it done.
What is the difference between what or outcome and how or behavior?
Outcomes are typically expressed quantitatively and are measurable by
a supervisor. Behaviors are typically expressed qualitatively and are
observable by any co-worker with adequate exposure. Requirements to increase
sales by 10% or complete a project on time, on budget are outcome expectations.
A requirement to show initiative in making improvements to customer order
processing is a behavioral expectation.
What common mistakes do organizations typically make in performance
management? Two mistakes are common. The first is to assess performance
upon outcomes only. This leaves little guidance on behavioral or cultural
expectations which are important in letting workers know such things as
who decides what, who has power over what and whether we work together
or independently. It also permits Terrorists to thrive. Terrorists are
those fellow workers high in outcome performance, but who behave as they
wish.
The second common mistake is to mix outcome and behavioral requirements.
This tends leave performers confused over what is more important. For
example, when the expectation for a 10% increase in sales is mixed in
with an expectation to listen more attentively, the performer will typically
prioritize the sales increase to the point of ignoring the listening requirement.
However, when behavioral expectations merit their own category, the message
is clear. How we behave is important.
Can I really get my employees to understand this two-dimensional
approach? This approach has been used successfully for decades
by great developers of management talent like General Electric. It can
be simplified as follows:
STARway Service utilizes the two-dimensional performance
approach.
To find out more, please send an e-mail to contact@starwayservice.com.
