In today’s workplace, “supporting people performance” and “performance management” are often used interchangeably, leading to confusion.

Many businesses focus on performance management, which generally involves managing performance after something has gone wrong rather than being proactive and providing support before issues occur.

These distinct concepts play different roles in fostering a productive and healthy work environment. Understanding the difference is crucial for leaders and organisations aiming to optimise their teams’ potential and achieve sustainable success.

Supporting People Performance

Supporting people’s performance is an ongoing, proactive approach that empowers employees to reach their full potential and fosters a culture of motivation, engagement, and growth. It’s about creating an environment where individuals are productive, fulfilled, and inspired.

At the heart of managing people’s performance is the understanding that we shouldn’t wait for things to go wrong before we engage with our employees. By promoting open and honest communication, we can foster a culture of safety, productivity, and mutual support, instilling confidence in our teams.

The best way to do this is to start having non-performance management conversations early and regularly to build trust and relationships with employees. As a supervisor or manager, it is crucial to remember that you can be friendly with employees, but you are not their friend; you are their supervisor or manager.

The goal of the supervisor or manager is to proactively manage employees in the workplace and provide supervision and guidance to reduce the opportunities for injury from physical (falls and injured limbs) and psychosocial (bullying and harassment) injuries.

Start Simple

The first step is to set up a regular meeting with the employees you are responsible for. Ideally, this will be every month. Allocated five to ten minutes to catch up and ask the following questions:

• What is your biggest accomplishment this month?
• What’s the biggest challenge you have faced this month?
• What resources would help you succeed in your role?
• On a scale of 1-10, how safe do you feel sharing new ideas?
• What’s something we can improve as a company?
• How can I be a better resource for you?
• How’s everything going?
• Are you blocked on anything?
• How did a colleague make a positive impact?
• What should I start/stop/continue doing?

These meetings are simple check-ins to see how the employees are progressing and if they need assistance. They also allow us to identify any emerging issues that need to be addressed.

Do not bring up performance management issues at these meetings. These are simply for checking in and touching base.

Personal Development Plans

Every employee is different and will be driven by different reasons to work, perform and progress in the workplace. As the owner, supervisor or manager, your job is to discover what drives each employee.

Yes, you need to speak with them and get to know them.

Some employees will be happy to come to work, work their hours, and then go home. If they do this well and are happy and fulfilled, that’s okay. Some, however, will want more. This is where a personal development plan (PDP) may be a good option to support them in their growth and help you achieve your business goals.

A personal development plan (PDP) for work is a structured, actionable framework that helps individuals identify their career goals and the skills they need to achieve them. It involves self-assessment to determine strengths and areas for improvement, setting specific, measurable objectives, and outlining the steps and resources required to reach those goals.

A PDP encourages continuous learning and professional growth by providing a clear roadmap for skill development, career advancement, and personal fulfilment. Regularly reviewed and updated, a PDP aligns personal goals with organisational objectives, ensuring the individual and the organisation benefit from enhanced performance and engagement.

Supporting people’s performance is about nurturing the human aspect of the workplace. It recognises that employees are not just resources but individuals with unique strengths, needs, and aspirations. Organisations can foster a more committed and high-performing workforce by prioritising their well-being and development.

Performance Management

On the other hand, performance management is a systematic process to ensure employees’ work aligns with the organisation’s goals and standards. It involves setting expectations, monitoring performance, and implementing corrective actions when necessary.

The success of an organisation relies in no small part on the efforts of our workforce, and Management recognises the immense value and contribution of our employees.

It is suggested that regular performance appraisals of all employees be undertaken to assess performance against objectives, competency requirements, and workplace behaviours.

Should any employee’s performance or behaviour standards fall below the required level, a structured management process will be implemented to lift performance to the desired level. As always, our goal is to work with the employee through counselling, additional training, improvement plans, and regular feedback to achieve the desired standard.

Employee performance will be monitored through various methods to identify strengths and weaknesses, enabling management to assist with employee development.

Unfortunately, there are situations where efforts to improve employee performance are unsuccessful and, in those cases, the employee may be subject to the following:

• Informal counselling
• Formal counselling with possible issuing of a warning(s)
• Formal disciplinary meeting with the possibility of dismissal.

Serious misconduct

Performance management will be required when workers conduct themselves in a way that is considered serious misconduct.

Serious misconduct is when an employee:

• Causes serious and imminent risk to the health and safety of another person or to the reputation or profits of their employer’s business or
• Deliberately behaves in a way that’s inconsistent with continuing their employment.

Examples of serious misconduct include:

• Theft of company goods and tim
• fraud
• assault
• being drunk at work
• refusing to carry out work duties.

 Performance management is essential for maintaining organisational efficiency and effectiveness. It provides a framework for evaluating and enhancing employee performance, ensuring the organisation’s objectives are met. However, if not implemented thoughtfully, performance management can become overly rigid and punitive, potentially leading to disengagement and high turnover.

Integrating Both Approaches

While supporting people performance and performance management are distinct, they are not mutually exclusive. The most effective organisations integrate both approaches to create a balanced and supportive work environment. Here are some strategies for achieving this integration:

Blend Development with Accountability:

• Encourage continuous learning and development while maintaining clear performance expectations.
• Use performance reviews as opportunities for constructive feedback and growth.

Foster Open Communication:

• Promote transparency and open dialogue between employees and management.
• Create a safe space for employees to share their challenges and seek support.

Tailor Approaches to Individual Needs:

• Recognise that each employee is unique and may require different levels of support and management.
• Adapt strategies to accommodate diverse work styles and preferences.

Cultivate a Positive Culture:

• Build a culture that values both individual development and collective achievement.
• Encourage collaboration, innovation, and a shared sense of purpose.

Monitor and Adjust:

• Regularly assess the effectiveness of both support and management practices.
• Be willing to adjust strategies based on feedback and changing needs.

Organisations can create a dynamic and thriving workplace by understanding and integrating the principles of supporting people’s performance and performance management. This balanced approach drives performance and fosters a culture of trust, engagement, and continuous improvement, ultimately leading to sustained success.

By understanding and integrating the principles of supporting people’s performance and performance management, organisations can create a dynamic and thriving workplace. This balanced approach drives performance and fosters a culture of trust, engagement, and continuous improvement, ultimately leading to sustained success.

For more insights and resources on these topics, visit CHD Partners Resources Page.