Importance of Setting Performance Expectations
Setting expectations for employees effectively is an essential aspect of successful leadership and management of teams. It is expected that managers set expectations within few weeks after hiring an employee or any time in the course of their employment as deemed appropriate. It is proposed that managers should set aside some 30-60 minutes to set expectations with an employee. The process of setting expectations with an employee includes discussing expectations related to the job description, work performance, expected workplace conduct, and a chance for the employee to seek for clarity and discuss with the manager on ways he/she would want to be supported in his/her work (Aguinis, 2013). The steps involved in the process of setting expectations include:
Defining expectations.
Understanding the reason for each expectation
Documentation of expectations
Breaking down goals
Receiving feedback
Evaluation and follow-up
Setting expectations offers numerous benefits to both the employee and the manager. Setting expectations offers clarity to both employees and managers (Aguinis, 2013). They both understand what is expected of them, and this is important in realizing goals and aims. The process also improves communication (Aguinis, 2013). When communication is enhanced, there are fewer conflicts between employees and managers because employees understand what is expected of them. Setting expectations is beneficial for the manager because it improves the management of employees’ talents. Managers understand their employees hence able to articulate effective strategies to develop their talents. In addition, setting expectations creates a baseline for measuring an employee’s performance in the future as well as hold the employee responsible and accountable (Aguinis, 2013). Moreover, the process offers is used as a reference by both employees and managers when the set expectations are not achieved. All these benefits are crucial for the benefit of any organization, and failure to set expectations creates an organizational culture that is lacking in accountability as well as clarity.
Delegate your assignment to our experts and they will do the rest.
Three-Month Performance Management Plan
Areas for improvement
Based on John’s performance appraisal and the job description for accounts payable manager, he requires improvement in written and verbal communication skills and performance of supervisory responsibilities in accordance with company policies and applicable laws. The accounts director identifies these two areas as some of those that require improvement. According to the accounts payable manager job description, the manager is expected to show a solid ability to communicate through verbal and written means of communication. In addition, among the essential tasks of the manager, as stipulated in the job description, is conducting supervisory duties based on the firm’s policies as well as the applicable laws.
Actions
Written and verbal communication skills
For verbal and written communication skills, John will attend training and be coached on communication skills for managers. This will help him improve in listening to others, how to express ideas in both oral and written formats, and ensure timely delivery of relevant information to employees, the management team, and all the relevant authorities.
Supervisory skills
John will attend workshops on supervision and a coach allocated to help him develop supervisory skills. To improve on supervisory responsibilities, John will need to learn and develop supervisory skills. These skills are integral in how well he will be able to manage employees in his department. His department is characterized by missing deadlines and absenteeism, among other supervision related issues, as identified in his performance appraisal. This indicates that he needs to focus on improving his supervisory skills to ensure that employees are productive. The supervisory skills that John should learn include effective communication, offering support to employees, giving praise, and staying informed.
Evaluation
Progress will be evaluated after every weeks. For each area of improvement, the accounts director will meet with John and using open-ended questions to determine what John has accomplished, how he measured his achievement, what he intends to accomplish in the following month, what he needs to be done, and the support that he would require. In addition, the accounts director will assess improvements in areas such as absenteeism and people’s skills in John’s department. The job description for the accounts payable manager will be used as a measurement tool during performance management evaluation. The accounts director will share evaluation feedback with John and listen to John’s feedback.
Outcomes
By the end of the three months, it is expected that John will develop appropriate and effective communication skills in both verbal and written formats. It is anticipated that John will be able to effectively communicate with employees in his department as well as all other staff in the company through active listening and giving feedback. In addition, it is expected that absenteeism will significantly reduce, and deadlines will be met.
Consequences for non-compliance
In the event that even after discussing the expected improvements and the need to address them, John continues to perform poorly, disciplinary action will be taken. A verbal warning will be given in private. The reason for the warning will be clearly presented, and the employee is given a chance to react briefly. However, if the performance deteriorates, John will be given a written warning. In the written warning, the accounts director will indicate how serious the employee’s performance is. Among the essential components of a written warning are conduct description, measurable anticipated changes, and an explanation of what will transpire if the employee fails to heed to the warning (Aguinis, 2013). If the warning is not heeded, the employee will be terminated. A reason for termination will be provided, and the termination handled appropriately.
Final meeting
The final meeting will be an opportunity for John to discuss his role, contribution, and performance with the accounts director throughout the performance management process. The manager’s achievements will be highlighted, identifying strengths as well as any other areas that may need improvement. If the employee has raised his performance rating, job performance improved, and the requirements of the performance management plan met, he will continue being employed and receive an increase in his salary. However, if no improvements are achieved, it will be wise to bring to an end the working relationship on mutual agreement due to poor performance.
Reference
Aguinis, H. (2013). Performance Management. Boston: Pearson
