Performance Appraisals


0 comments

Strong teams don’t just happen. They are made. Program managers have responsibility for teams on multiple levels and have to make sure that project managers are capable of building strong teams.

Our 6 part guide to Team Building at the Program Level will help you put together the team you need to fill skills gaps, meet goals and exceed stakeholder expectations.

Part 1 of 6: Identify Teams
Part 2 of 6: Know Your Strengths, Weaknesses, and Preferences
Part 3 of 6: Drive Change through Retreats
Part 4 of 6: Use Performance Appraisals in Program Management
Part 5 of 6: Use Recognition Activities for Individuals and Teams
Part 6 of 6: Deal with Breaches of Program Integrity and Ethics

Part 4 of 6: Use Performance Appraisals in Program Management

Fundamentally, people behave in accordance with the way they are rewarded. A major element in the formal organizational process that affects the way people are rewarded is the performance appraisal system. The program manager should understand all the ins and outs of that system to maximize the ability to reward top performers as well as to help improve or remove marginal performers from the project team.

As in any bureaucratic process, there are rules and then there is what you can really do. Often the decision makers and gatekeepers can help you do what you want to do more appropriately, which is reward performance, as opposed to what the institutionalized performance appraisal process supposedly allows you to do.

Provide Positive Reinforcement
Program managers often discount the importance that program personnel place on the performance appraisal process and other things program managers may view as trivial. Program personnel who may be less experienced and/ or secure need constant reinforcement. Therefore, the program manager needs to assess how much influence or control the performance appraisal process has over program personnel. The amount of influence may vary with the organizational or program structure.

Create Leverage Outside the Program Structure
Additionally, the program manager can seek and gain approval to be formally included in the performance appraisal process for key program personnel who are outside the program structure. It may also be beneficial to allow outside input for project managers who support the outside organizations. The intent of this type of power sharing is to drive positive performance in the direction of the ultimate customers so that they will be able to view your performance from their own perspective.

Ultimately, the performance appraisal system should foster teamwork. This means that the program manager should ensure that the performance plan and goals include criteria that rate the project manager’s effectiveness at building teams and being a team member.

Once your team has decided on their plan and process, PPM software can help you execute that process. WorkOtter helps you successfully execute your program process strategy for project success. Get a demo of WorkOtter and see how we can make your program management effective.

“The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management, Second Edition” by James T. Brown is a copyrighted work of McGraw-Hill and McGraw-Hill reserves all rights in and to the Content. ©2014 by McGraw-Hill Education. Purchase the book on Amazon.