Obtain Productivity With a Total Performance Management System
today are facing a performance-reporting dilemma. They have a dual
reporting relationship to both a functional manager and to a project
manager or sponsor. Yet
their overall job performance, reviewed by their manager or
supervisor, generally reflects only the work they do according to
their job description. It rarely includes other work that is assigned,
which is generally work on a project, as a project manager or project
is the Reason For This Performance Dilemma?
managers are in constant contact with their staff.
Staff tasks are well-defined and recurring. In most
organizations, functional managers complete performance reviews on the
basis of the ability of the staff to perform work in accordance with
their job description or job profile.
most people do not work according to just a job description.
Rather, they find that their work is comprised of work
performed on a job and work performed on one or more projects. They
are constantly pulled by the demands and requirements of their own
functional manager as well as that of their project managers or
likely because traditional performance management systems do not take
into account new reporting structures such as Matrix Management in
which employees may, at times, have reporting relationships to someone
other than their departmental manager. Therefore, if the employee is
assigned to a project during the course of the year this aspect of
their job performance is usually overlooked or not considered in their
performance review. At the
end of the year, the employee’s departmental manager tells the
employee how well they did on the functional job, as per the job
description, but doesn’t discuss any of the person’s efforts
devoted to projects they were assigned. So while employees may see
time spent on a project as important, they also see it as an intrusion
because this effort goes unnoticed and unrecognized. They want to
spend their time on their day-to-day job because that is how their
performance is measured.
effective system to manage performance is one that reflects the
employee’s “total” performance.
This includes the job description performance as well as the
performance on their assigned projects.
is Total Performance Management?
Performance Management (TPM) is a performance system that evaluates
employee performance on the basis of all the time spent at
work. This includes the time spent on their functional job as well as
special project performance. It ensures that the project manager or
sponsor communicates overall employee contribution on the project to
the employee’s functional manager.
At the end
of the year, the functional manager will review the employee’s
performance as a total combination of time spent on the job and time
spent on projects. Employees will then understand the true value of
their contribution to the organization’s strategic direction and
feel committed to their job and on project teams.
Advantages of a TPM System:
evaluation tools and competencies for the project sponsor, project
manager and project team members to ensure that the best people with
the right knowledge, skills and experience are always being assigned
to a project.
to our research findings, we foresee a trend for organizations to take
project management out of a fixed structure, such as a project
management office, and put it into the hands of every employee as a
competency. As with the Quality movement, project management
competency will become a part of everyone’s job. For this approach
to be effective it is important to have assessment tools in place to
identify the competency requirements for projects as well as to assess
employees before putting them onto a project. Most importantly, it
will be important to capture and assess an employee’s “total”
Performance Management Cycle
Performance Management the strategic goals of the organization are
incorporated into the performance planning stage of the performance
management cycle by a process which defines and communicates
components of the strategic plan to employees such as special projects
for the year. In this way the employee is better able to understand
how what they do will contribute to the realization of company or
departmental goals. As well, manager and employee will reach an
agreement on the overall department objectives and how these link to
the employee’s position and project descriptions.
the employee and manager agree on the overall goal for the position it
is time to provide the tools to help employees meet their performance
plan. This will include arranging training and development
opportunities and experiences for the employees.
is ongoing—it has no clear beginning or end. In Total Performance
Management managers will provide continuous feedback to their
employees about functional job performance as well as performance on
projects. This includes: what's going well, what's not meeting expectations, what adjustments the employee needs to
make and what the manager should provide the employee to assist in
meeting expectations. It may be necessary to adjust action plans as
review of performance can be done either annually or semi-annually.
This review will incorporate all of the ongoing coaching
between the manager and the employee that has taken place to date.
Once completed, the Total Performance Management Cycle begins again.
Total Performance Management
requires an understanding of managing within a Matrix Environment. As
discussed in this article, this involves some negotiating and
influencing between the Project Manager, who is held accountable for
project success and Functional Managers, who provide the resources to
the Project Manager to help ensure project success. A strong Matrix
Management environment is built when functional authorities carry out
their tasks in support of a project manager who is accountable for a
managers incorporate both job specific tasks and project tasks when
managing the overall performance of their employees.
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