Performance Management

  Organizational Development

  Leadership Development

  Strategic Planning

  Process Management

  Team Development

  Transformation Solutions

  Sales Solutions

  Training Solutions

Applied Synergistics International

8100 East Camelback Road

Suite 43

Scottsdale, Arizona 85251

(480) 607-6850



Performance management is the systematic process by which an organization involves its employees, as individuals and members of a group, in improving organizational effectiveness through the accomplishment of the organization's mission and objectives.

The overall objective of performance management is to ensure that the organization and all of its sub-systems, (departments, teams, employees, processes), are working in support of the results desired by the organization.  Individually employee accountability is an outcome of effective performance management.



Performance management begins by developing a clear understanding of the organizational drivers, such as mission, vision, values, culture, strategies, measurements, objectives and competencies.

Outcomes of an effective performance management system typically include things like higher customer/client satisfaction, higher employee satisfaction, lower turnover, increased accountability, greater financial success and the ultimate accomplishment of the organization's mission and realization of the vision.

Performance management practices are implemented at three levels within the organization; at the individual level, the department/group/team level and throughout the organization. 



Performance Management Includes:

Planning and setting objectives

Monitoring performance

Developing the capacity to perform

Rating performance

Rewarding high performance


Managing Performance Effectively.


In effective organizations, managers and employees practice good performance management as an integral part of their job responsibilities, effectively executing each key component. Objectives, aligned with desired organizational outcomes, are set and work is planned routinely. Progress toward those objectives is measured and employees get feedback. High, yet realistic, standards are set, but care is also taken to develop the skills needed to reach them. Formal and informal rewards are used to recognize the behaviors and results that accomplish the mission. All five component processes working together and supporting each other achieve natural, effective performance management and ultimately achieve the desired business outcomes you seek.



We help you evaluate the effectiveness of your current performance management practices to identify the strengths and weaknesses. We work with you to develop plans that build on the strengths and correct the weaknesses. Areas of focus often include:

Gaining clarity on Mission, Vision and Values

Measurement systems and objective setting

Performance planning, counseling and evaluation

Employee development planning

Establishing effective communications

Refining business strategy

Alignment of workforce practices with achieving business objectives

Creating a culture consistent with achieving desired outcomes


In an effective organization, planning takes place at all levels. Planning means setting performance expectations and objectives for the organization as a whole, for departments/groups/teams within the organization and for individuals to channel their efforts toward achieving organizational objectives. Getting employees involved in the planning process will help them understand the goals of the organization, what needs to be done, why it needs to be done and how it should be done.

The planning process begins with the organization's strategic plan and includes organization wide strategies, measurements and objectives. The strategic plan is driven by a clear understanding of the organization's mission, vision and values in the context of the external business environment and the internal realities.

The requirements for planning employees' performance include establishing the elements and standards of their performance appraisal plans. Performance elements and standards should be measurable, understandable, verifiable, equitable and achievable. Through critical elements, employees are held accountable as individuals for work assignments or responsibilities. Employee performance plans should be flexible so that they can be adjusted for changing objectives and work requirements. When used effectively, these plans can be beneficial working documents that are discussed often: not merely paperwork that is filed in a drawer and seen only when ratings of record are required.

In an effective organization, assignments and projects are monitored continually. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their established objectives.

This includes conducting progress reviews with employees where their performance is compared against their objectives. Ongoing monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or problematic standards.

By monitoring continually, unacceptable performance can be identified at any time during the appraisal period. Assistance can then be provided to address such performance rather than waiting until the end of the period when summary rating levels are assigned.

In an effective organization, employee developmental needs are evaluated and addressed. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes or other methods. Providing employees with training and developmental opportunities encourages good performance, strengthens job-related skills and competencies and helps employees keep up with changes in the workplace, such as the introduction of new technology.

Carrying out the processes of performance management provides an excellent opportunity to identify developmental needs. During planning and monitoring of work, deficiencies in performance become evident and can be addressed. Areas for improving good performance also stand out and action can be taken to help successful employees improve even further.

From time to time, organizations find it useful to summarize employee performance. This can be helpful for looking at and comparing performance over time or among various employees. Organizations need to know who are their best performers .

Within the context of formal performance appraisal requirements, rating means evaluating employee or group performance against the elements and standards in an employee's performance plan and assigning a summary rating of record. The rating of record is assigned according to procedures included in the organization's appraisal program. It is based on work performed during an entire appraisal period. The rating of record has a bearing on various other personnel actions, such as granting merit pay increases and determining qualifications for advancement.

In an effective organization, rewards are used well. Rewarding means recognizing employees, individually and as members of groups, for their performance and acknowledging their contributions to the organization's mission. Rewards can be either monetary or non-monetary. All behavior is controlled by its consequences. Those consequences can and should be both formal and informal and both positive and negative.

Good performance is recognized without waiting for nominations for formal awards to be solicited. Recognition is an ongoing, normal part of day-to-day experience. A lot of the actions that reward good performance like saying "Thank you" don't require a specific authority. Other forms of recognition such as cash, time off, and many non-monetary items are often part of an organization's formal recognition program

Back to top


Copyright 2006 ASI. All Rights Reserved. Website design by n-ergizing.