Author: Debabrata Dash, Chief Human Resource Officer, TS Alloys Ltd, Tata Steel
Member – L&D Global Bhubaneswar Chapter
One of the Game-Changing Performance Management Trends Predicted for 2018 is the Shift of Leadership Attention from quantity to quality of conversations and feedback. Companies of all sizes may shift away from annual appraisals to more regular ‘check-ins’ and frequent real-time feedback and the redesign of performance management is now a high priority for 79{8ead27c4518c0b10559874054ae3fda4d54ed4b9784c4144c679fdb93c45d0af} of executives according to Deloitte.
While it is relatively easy to give attention to Top Performers who constitute around 25-40{8ead27c4518c0b10559874054ae3fda4d54ed4b9784c4144c679fdb93c45d0af} of the workforce and bottom performers who are around 10{8ead27c4518c0b10559874054ae3fda4d54ed4b9784c4144c679fdb93c45d0af}, Managing Solid performers who are in between Top & Bottom has of late become a challenging area especially in large organisations. Solid Performers constitute the major chunk ( around 60-70{8ead27c4518c0b10559874054ae3fda4d54ed4b9784c4144c679fdb93c45d0af}). So, how are the Leaders Prepared to give attention to them?
Who are these Solid Performers?
They meet the established job expectations and reliable soldiers. These employees generally perform well and require little additional guidance. They enjoy doing the routine assignments, supporting team members when required, having the knowledge of product/ process/ service they handle. They will perform the job as per the SOP following all instructions.
Possible Limitations of Solid Performers
They take time to adapt to any change. They may not be Game changers but good firefighters, need guidance to handle any specific assignment which is non-routine in nature. May take less interest to update themselves on the latest trends.
Engagement Plan for Solid Performers
Reporting Managers formally take up Performance Improvement Initiatives for Bottom Performers and assign key tasks viz Special Projects/ taskforce related to Quality Improvement & Innovation to the Top Performers having high visibility. The Captains who manage these Soldiers ( Solid Performers) should plan to understand the individual Strength, Interest and passion of Solid Performers. Every Solid Performer must be given feedback about his/her limitation in Potential during performance conversations and their goals must be suitably aligned to their strengths. Let us not forget that some of them can act as Mentors to the New Joinees and Youngsters. Conscious attempts should be made to leverage their specific competency which may be beneficial for the organisation and they may be recognised suitably. Some Solid Performers suffer from the syndrome of Self Limiting Beliefs. A structured Coaching intervention will be helpful to unlock their potential.It may also be a good idea to give them the scope to be a part of a specific project team in which they will work with the Stars and Promising Youngsters. These Steady Eddies must appreciate the Winning Strategy rather than confining themselves to the Survival Plan.
Leaders should trust these Warriors, set appropriate targets, make them accountable, check the consistency of their actions, motive them to learn and share, seek the feedback of their performance from Multiple Sources to avoid any bias, provide feedback & recognise their efforts. This will be helpful towards gaining their commitment to various organisational tasks.
Finally, one should not forget what Ken Blanchard has quoted – “Feedback is the Breakfast of Champions”.
Author: Debabrata Dash, Chief Human Resource Officer, TS Alloys Ltd, Tata Steel
Member – L&D Global Bhubaneswar Chapter
Wonderful article to understand the importance of Feedback mechanism to manage high performance.
Good Article on the Managing the Performers and articulate to achieving the business objectives of the Company.
Well defined article in managing the different performers and categorizing the feedback in relative for achieving the company mission and vision.
Nice article, especially for leaders in any organization, it focuses the need to identify the warriors, who sometimes gets ignored. The suggested focus will certainly make the organization more egalitarian. Thanks for the article.
Well written abt management …it inspires many!!!keep going my friend ?
Solid performers are the backbone of an organisation.Top performers per se are good but I feel their attachment to an organisation mostly is shortlived.With slighest threat to their position & perquisites they generally bid goodby unlike their solid counterparts
With this backdrop in mind,solid performers must be nurtured & groomed so that they will shed their inhibitions & turn themselves into the top slot.
Mr Dash touched upon this modern predicament well.My accollades
Though I am not in any company but the article too apply to the govt who tends to neglect d middle class which in fact constitute the major part.
Very good article on performance management system. Also provides direction to manage average performers. Also provide insight how to be in cream layers in spite being an average performer. Its worth reading. Thank you for the good article.
Very good article.
Nicely articulated…these SPs should be consistently counselled with sound career progression policy. Well defind and agreed IDP may help few them to make a transition from SP to HIPOs also help in addressing succession issues in organisation. Good work Jimmy and thanks for sharing. Regards
Very insightful Mr. Dash ! Thank you for educating us!!
It’s true like life, business life is also about balancing all types of performers in all strategic as well as execution arena. They both coexist and complement. I would also love to learn from you what n how an organisation can take initiatives to upgrade theur below average performers to solid performers – may be at some other time. After all, everyone has some innate capablity.
Nicely put thoughts and observations,”Feedback is the Breakfast of Champions” certainly it is.
Every rule in the corporate or in general for that matter, are created keeping the current needs in mind. If we watch closely, we will realise “annual appraisals system” is outdated now. In today’s dynamic work environment, a year or even half a year is too long time to receive a feedback and act.
Thank you Debabrata Dash sir. Working on strengths, aligning with the vision of the organisation while giving feedback to improve and unlock the potential. Super article. Loved it. Thank you L&D.
Wonderful article and relevant to most of the organisations. Specially it focuses towards Solid performers who are taken as granted and never discussed in most of the organisations inspite of being backbone. Thanks for bringing it to the discussion.
Excellent article,so those who are good performers, do not ignore them.Always motivate your top performers.
Nice article for performance management
FEEDBACK IS THE BREAKFAST OF THE CHAMPIONS- legendary statement indeed. An excellent article.You have touched the untouched aspects of employee performance. Superb attempt.keep writing. Best wishes Mr. Das