Here are some examples provided to me in the past two weeks:
- A manager who employs people on the basis of the lowest remuneration possible rather than on ability to do the job required
- A manager who refuses to confront poor performance and low quality work because he feels it is important to be "liked" by his staff
- A company where senior executives seldom visit any of the 9 sites away from Head Office and ignore immoral and possibly illegal activity by the managers in those sites - the result is apprentices not paid for overtime work and the emergence of unsafe work practices
- A company where there is a high turnover of qualified staff because they are unhappy about the high volume, low quality work practices encouraged by managers
My point is that PPM can have many faces.
Good managers ensure that everyone clearly understands performance criteria in both qualitative and quantitative terms. They also ensure that those performance standards are high enough to stretch people yet low enough to be attainable. These performance standards are then broken down into easy-to-understand results areas and performance indicators that are properly monitored. Where criteria are being met, recognition is given and where criteria are not being met, clear action is taken to get things back on track - performance standards are not allowed to slide. Good executives ensure there is appropriate oversight and governance in all areas for which they are responsible.
Its not "rocket science" - supervisory and management programs have been teaching this for at least 50 years and good managers have practiced it since time immemorial.
We need to address and eliminate PPM!
What are your experiences with PPM? I'd love to know. Please write your comments below.
More about Doug Long at http://www.dglong.com