In recent years, management’s organizational performance methodology has emphasized employee development, not rankings. The latter is frustrating and embarrassing, according to both managers and employees. After all, performance and personal development must be in balance.
Over the past decades, management has made several attempts to improve its performance management methodology. The purpose of performance management has finally changed: from control to employee development.
Growth as a reward
Organizations can learn a lot from the world of professional sport. The world of sport has a natural balance between control and development. Athletes have regular conversations with their coach, coach and team to continue improving their skills. They use feedback and KPIs to measure progress instead of ultimately judging athletes. For most athletes, the continuous improvement and development of their skills is their reward, not the gold medal.
In practice, we see that the focus on control or development changes over time. Sometimes management takes a step backward into control. This can be explained by the often too much focus on organizational goals, which leads to overcompensation on individual goals – and vice versa. Professional sport has a more natural balance between personal development and collective goal. Organizations would do well to reflect this mindset. To achieve this balance, activating and founding factors must be present within the organization. Alignment between these leads to greater efficiency and strength.
We realize that performance activation doesn’t come in one shape or size. For each organization, factors have a unique impact on performance activation – depending on industry, organizational culture and context. But it all starts with an understanding of this foundation and an overview of where your organization is, followed by using these factors that you can use to create the optimal performance strategy.
In recent years, the focus within organizational performance management has shifted from performance to development. Rankings are falling out of favor. It’s frustrating, both for managers and employees. Organizations could think more about high performance sport, in which control and development are better balanced. The Performance Activation Framework helps restore that balance. Through activating and founding factors, employees are motivated to take responsibility and take initiative.