Performance Development System (PDS) Implementation

How would you, as a manager, implement the PDS from Lincoln Electric into a retail business such as in case 19, the stockroom?

To implement an adequate performance development system (PDS), a manager must first communicate the expectations and goals of the company they work for (Scandura, 2016).

Managers can establish the requirements and minimal expectations for individual employees, and lessen some of the confusion that may arouse forthcoming, by doing accordingly. “The first step in the PDS which is to share the business plan and how each employee plays a role in that plan this action coincides with it. (Maciariello, 2009).” “Managers have to create a motivating workplace for each employee, to help motivate the employees to accept the new changes. “(Scandura, 2016).

In some cases, this may mean breaking down specific job requirements, and then establishing specific guidelines for each process.

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As a result, each employee understands the main goal of the business, how they play a role in that plan, and what the expectations are for their performance (Scandura, 2016).

Once this knowledge and understand has been communicated, the PDS implementation is nearly complete.

Moreover, the next step is for the manager to adequately monitor the progress and performance of each employee, and provide coaching and mentoring as needed (Scandura, 2016). As a result, the next step of PDS, which is Interim Review, allows the manager to communicate the performance of each employee, and how their contributions have benefitted the company (Maciariello, 2009).

Finally, one of the most important steps in the PDS is to communicate the end results of an employee’s performance (Maciariello, 2009). This step allows the manager to reward the employee for exceeding expectations, or to provide coaching to an employee not meeting expectations (Scandura, 2016). This is an important step because it illustrates how well an employee met the demands of their company. In some cases, such performance can be rewarded with a pay increase, additional assignments, or even a promotion (Scandura, 2016). Furthermore, it provides the manager with a snapshot of what areas an employee need improvement on.

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With that being said, implementing a system, such as PDS, does not require a great deal of planning. However, it does require the manager to adequately communicate expectations, as well as work continuously at motivating his or her employees (Scandura, 2016). Only then, can a manager fully reap the rewards of a performance development system.

How would you accomplish this in your workplace?

Communicating information to employees is vital in the workplace if one wants to successful incorporate implementation at work. “Moreover, communication is the key to establishing an open environment where people can trust their management staff (Palmer Group, 2014).”

Furthermore, as the PDS indirectly showcases, it is a medium for communicating expectations and results from managers to employees.

In order, to be successful, closing the gap and establishing a thorough communication platform, designed for each department will help the system function effectively. For my company to adopt a PDS system in our workplace, the need for this system would thoroughly have to be explained first. Instantly following the creation of the platforms for each department, I would have to pitch the requirements and expectation of everyone involved or that will be involved in the process immediately after introducing it. Lastly considering the number of employees involved, I would create a system maybe in word or excel, that would help me to monitor and keep track of every employee’s semiannual and annual performance evaluations dates. Utilizing this method will help to guarantee success from implementing a new system.

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Would it be better than what is there now?

Yes, I do believe that it would be better than it is now. There are only annual evaluations performed. They do not provide the proper feedback needed to correct mistakes that are mad nor motivate employees to stay.

As it stands, there is already a system similar to PDS at my workplace.

When hired no one is properly trained. They are giving their assignments are expected to preform them. The only way that one may receive help, is if they ask questions.

Specifically, there is a requirement where an individual is trained on their specific job requirements, given quarterly performance reviews, and then provided their final yearly performance appraisal. While it was not required, some managers work to conduct what is known as a “one-on-one” meeting monthly, versus quarterly. Nevertheless, the “system” the management staff uses is not concrete, and can be interpreted in various ways. In the end, a manager could easily miss all quarterly review dates, and provide the employee with just a yearly performance appraisal.

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Nevertheless, introducing a new PDS would be better than the system that is currently being utilized by my company now.

With that being said, if my company introduced PDS, it would most certainly be better than what is currently in place.

However, in order for the system to work as directed, there would need to be an oversight to ensure the unit managers are following the requirements.

Moreover, the management staff introduces many items that they feel are extremely important – only to find that they never bought into the idea. Consequently, many managers perceive these “new” ideas as being the flavor of the month, and are forgotten later (Schwarz, 2009).

As a result, in order to ensure compliance, the management staff would need to monitor the transition, as well as the continuous usage of the system.

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References   

Maciariello, J. (2009). Performance development system at Lincoln Electric for service and knowledge workers. In P. F. Drucker, Management Cases (pp. 128-133). New York, NY, United States of America: Harper Collins.

Palmer Group. (2014, May 21). The importance of communication in the workplace. Retrieved March 30, 2017, from Career Partners International: http://www.cpiworld.com/knowledge-center/blog/the-importance-of-open-communication-in-the-workplace

Scandura, T. A. (2016). Essentials of organizational behavior. Thousand Oaks, CA, United States of America: Sage publications.

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Schwarz, R. (2009, March). How We Make the Management Flavor of the Month.Retrieved March 30, 2017, from Roger Schwarz and associates: http://www.schwarzassociates.com/managing-performance/how-we-make-the-management-flavor-of-the-month/