Patricia settled in to work on the first dilemma of her Performance Management system, Where to Start.
“Your first gripe about that HR website system was that it wasn’t relevant to the roles of your team. How are you going to change that? Not to make it more relevant, but absolutely relevant? What are you going to hang your hat on?” I asked.
“Instead of a generic form from the website, I was thinking about basing the system on our job descriptions.” As the words came out of her mouth, she scrunched her nose. “Did I just say that?” she realized.
“Yes, what’s wrong with using your job descriptions as a cornerstone to your Performance Management system?”
“I am not sure our job descriptions are much better than the stuff we got off the website. We haven’t updated them in a couple of years and no one really looks at them.”
What is in the job descriptions should absolutely be a part of performance measurement. So should the vision, mission, strategic goals and objectives. As the compensation analysts always say….”What gets rewarded, gets repeated!”