Model Class 2013

   Yesterday, I rushed off to attend my daughter's graduation after finishing a 3-day corporate training in Performance Management (PM) for Singapore's leading early childhood education and services provider.

   For my daughter, it has been a long and tiring school year, but she capped it off with very good results, distinction award in her CCA and a credible silver in NAPFA.

   More importantly, her graduating cohort of students and teachers, nominated her class "Model Class for 2013" - high honour considering it is an award garnered from both peer and teacher votes across the whole standard.

   Today in PM, many organisations are moving away from the traditional (supervisor only) review to a more balanced, unbiased and fair performance review by seeking inputs from other segments of the department and/or organisation.

   These peers (department colleagues or project team members), subordinates, other department managers, even partners - whom the staff being reviewed would have interactions with the past year, can also provide more insights into his/her performance, but more importantly, it can highlight other critical areas especially in key organisational values like integrity, teamwork, collaboration and innovation.

   These sorts of peer review, when done correctly, can enhance the performance review experience to ensure greater accuracy and fairness and in so doing, lead to better engaged and satisfied staff, who then have a greater chance of staying longer and performing for the organisation. In today's talent crunch, this makes good business sense.

   Is your organisation still in "traditional" mode? 

   Perhaps it's time to look at improving and enhancing your performance management system for better staff performance outcomes and also business results.