Page 252 - An Indispensible Resource for Being a Credible Activist

CHAPTER 15

FOSTERING FEEDBACK, TRAINING,

AND IMPROVED PERFORMANCE
MANAGEMENT

Smart performance management is accurate, unbiased, free of attribution error, comprehen-
sive, robust, and multidirectional. It includes multiple raters, approaches job performance
issues with curiosity and the benefit of the doubt, regards job performance as one part of a
larger workplace system, and always checks for disability, health issues, or challenges, as
well as having the necessary tools, time, and training, before evaluating job performance.
In order to achieve smart performance management, anyone evaluating performance
must first be trained in all of the above elements of sound assessment. Adults learn best
experientially, so training that involves different practices with different ways of rating per-
formance—and is fun—works best. If you are qualified to present such a training program,
go for it. If not, bring in an external consultant.
Cornell School of Industrial Labor Relations (ILR) offers excellent training programs, as
do many other training providers. Along with training, your company will still need a sound
performance management system. Using a reliable 360-degree feedback assessment, along
with evaluation of adherence to a company behavioral code and assessment of job descrip-
tion duties, is a good start. There are many options for performance management mechan-
ics and formats, but having supervisors trained in the elements mentioned above is the first
and most crucial step no matter which mechanism or format you ultimately use.

SOUND INTERNAL COMPLAINT PROCEDURES

Implementing sound internal complaint procedures begins with leadership, legal, supervi-
sors, and HR/OD genuinely wanting to know if there are any complaints and what those
are. This is a crucial piece of culture that must not be glossed over or assumed to be in place.
In many companies it is nonexistent, and millions of dollars in unnecessary lawsuits,
injuries, and regulatory fines are the result. Do leadership, legal, supervisors, and HR/OD
genuinely want to know if there are any complaints and what those are? Do they only want
to know if the complaints are from certain employees? Do they only want to know if the
complaints are against or not against certain employees? Do they simply not want to know?
Does each and every employee in any position in leadership, legal, management, or HR/OD
truly and genuinely want to know and want to receive any complaints regardless of whom
they come from and whom they’re against? Furthermore, is each employee in any of the
positions authorized to receive employee complaints properly trained in how to receive,
respond, process, and document those complaints? If the answer to any of these questions

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