Executives often think of performance management as simply something they have to do – an HR requirement. A performance management process can do as much damage in an organization as it can good if implemented without a clear enterprise vision. Unintended outcomes from poorly implemented performance management process include:

  • Cross-organizational competing goals
  • Decreased employee engagement
  • Decreased productivity
  • Lack of focus and clarity
  • Toxic work cultures
  • Poor business decisions

In Brandon Hall Group’s research, high-performing organizations consider performance management as the means by which they can ensure the execution of the business strategy and objectives. These organizations consider the performance management

process to be the responsibility of senior management and all line managers. Employees are also seen as responsible for their own performance, and for achieving goals.

Typically, organizations begin performance planning at the start of a new year, or after the organization as a whole has completed its annual business planning process. The output of the business plan is a set of organization-wide goals and competencies. These organization-wide goals are assigned to key executives and communicated throughout the organization to help all

employees focus their planning activities on the priorities of the organization. Problems can arise at this point as an organization can attain a goal in many different fashions, some better than others.

A performance program strategy helps define the way in which an organization will meet its goals, which could be through enterprise-wide focus, developing capabilities, or driving forward in the face of adversity. An excellent example is Genentech, a Silver Award winner in the Brandon Hall Group Excellence Awards, which created a performance support tool for both employees and managers. Three examples of strategy statements for performance management programs include:

  • Helping the organization stay on track with a consistent direction and focus
  • Driving enterprise goal completion using every resource possible
  • Enterprise talent growth and development

These strategies will help leadership and HR select the appropriate performance management tools and practices. It will also help define for managers and employees the focus of the performance management process and value of their invested time.

Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company's growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company's global expansion, Mike led all sales operations worldwide. During Mike's tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.

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