Agile Performance Management

Agile Performance Management

Performance management denotes a set of processes that are essential in managing human resources to meet the organization’s goals. With many changes occurring in this area, it is essential to explore how agile performance management differs from traditional methods of management.

Agile performance management follows collaborative, speedier, and continuous feedback that is gradually replacing the traditional model of performance management. Agile differs from traditional performance management because it works towards the development of employees. It does this by growing employee’s skills, attitude, and giving them the ability to innovate (Human, n.d., p. 6). Another striking difference is that traditional practices focus on fixed goals, but agile considers the changes that occur within the work environment.

One compelling reason for a business to adopt the agile approach to performance management is that it incorporates stability and dynamics. It is both people-centered and embraces increased learning powered by technological tools (How to, 2018). Agile performance management also allows for faster reconfigurations of processes, people, and adaptability.

Traditional performance management does not sync with modern businesses and employees because it deals with evaluation as opposed to employee growth. It also emphasizes stringent distribution ranking in place of team performance, teamwork, and growth. Traditional performance management also lacks immediate feedback, fails to support concrete benefits for the employee, supervisor, and the organization (Human, n.d., p. 6). Generally, it does not provide support, which lowers employee performance, engagement, and retention.

The six elements of agile performance include:

Strengths-based development: It strives to build employee strengths rather than the limitations.

Agile goal setting: Agile performance management sets goals and expectations in a manner that aligns with the objectives of the employee and the team, as well as the organization (Human, n.d., p. 11). It does not push employees to reach the organization’s goals.

Effective continuous feedback: Rather than evaluate performance weeks or months after a task is completed, there is constant communication between employee and supervisor as work goes on.

Coaching and performance: Managers and supervisors continuously coach employees to encourage growth and development.

Rewards: Compensation and rewards are not fixed but rather broadened based on the value of the employee and business environment.

Social recognition: Agile promotes a culture of employee recognition that becomes part of organizational design.

These six elements fit within the 12 Essentials of High performance because they encourage engagement and growth, which increase productivity (How to, 2018). The employees feel more connected with the managers and appreciated for their value in the organization.

Convincing senior leadership to adopt the agile approach to performance management would involve aligning agile to the corporate objectives. When the leadership realizes that agile would better promote the organization’s goals, they would be willing to take the approach (Human, n.d.). Another way to convince the leadership is to show how agile creates added value. For example, agile helps promote employee growth, engagement, and retention. These aspects of value would encourage the leadership to implement the agile approach.

The compelling reason to implement agile is the fact that it changes overall organization culture by promoting comprehensive benefits for the employee, managers, and the organization. It also fosters openness to change within the organization as managers and employees learn and share ideas (Human, n.d.). Overall, agile encourages a new way of enhancing performance management to ensure organizations remain competitive.

Conclusion

Performance management remains a vital aspect of organizational growth. Agile performance management has gained widespread attention and support in the business world. It offers a new way of appraising employees through collaboration and development to benefit the employees, managers, and the organization.