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A culture change through Performance Management

Carol

I am working in a project group where we need to change the culture and attitude within the company to performance management and more specifically appraisals.

Has anyone approached something like this and has had positive results and would like to share what actions were taken and how was it received?

Any information would be welcomed.

Parents
  • We took over a number of council run care homes in desperate need of a change in culture and practice. They already had what they called 'supervision', but it was really like a little cosy chat with grandad or grandma. Sort of share you worries, hopes and aspirations. It achieved little if anything and wasn't valued - other than as a nice time waster by most of the staff.

    So we decided MBO/Appraisals were the way to go..
    1. So we gave presentations to the staff, with myself another trainer and the CEO about what we wanted. The whole process was explained as per Robey - its a cascade system downwards.

    2. We were also going for Investors In People at the same time so we explaining links between the two processes.
    3. I ran the practical workshops for the managers and some of the carers. Once that was done no one could really see the relevance of their existing 'Supervision" system but we decided to keep the name and replace the content with MBO/Appraisals and kept any paperwork to the minimum, with mainly notes covering what objectives, training needs and support agreed had been made with manager/subordinate.

    All in all it went down better than was expected but that may have been that the existing 'supervision was seen to be a waste of time with no relevance anymore.
Reply
  • We took over a number of council run care homes in desperate need of a change in culture and practice. They already had what they called 'supervision', but it was really like a little cosy chat with grandad or grandma. Sort of share you worries, hopes and aspirations. It achieved little if anything and wasn't valued - other than as a nice time waster by most of the staff.

    So we decided MBO/Appraisals were the way to go..
    1. So we gave presentations to the staff, with myself another trainer and the CEO about what we wanted. The whole process was explained as per Robey - its a cascade system downwards.

    2. We were also going for Investors In People at the same time so we explaining links between the two processes.
    3. I ran the practical workshops for the managers and some of the carers. Once that was done no one could really see the relevance of their existing 'Supervision" system but we decided to keep the name and replace the content with MBO/Appraisals and kept any paperwork to the minimum, with mainly notes covering what objectives, training needs and support agreed had been made with manager/subordinate.

    All in all it went down better than was expected but that may have been that the existing 'supervision was seen to be a waste of time with no relevance anymore.
Children
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