Plugging the performance gap (managing performance)

Citation

Paton, N. (2006), "Plugging the performance gap (managing performance)", Development and Learning in Organizations, Vol. 20 No. 5. https://doi.org/10.1108/dlo.2006.08120ead.008

Plugging the performance gap (managing performance)

Plugging the performance gap (managing performance)

Paton N.Personnel Today, 14 February 2006, Start page: 32, No. of pages: 2

Purpose – To describe, very briefly, how a specialist marketing recruitment company, Stopgap, developed a formal process for managing employee performance without losing the “family” culture that had evolved since the company’s early beginnings when just two people worked out of a small office in London (it now employs about 100 people). Design/methodology/approach – Provides a very short profile of the company and outlines how and why a formal performance management program was developed and implemented through the recruitment of a dedicated training and development manager whose task is to identify and address performance issues as they arise, and to act as coach and mentor. Mentions the benefits the company has obtained from the initiative, noting, for example, that under-performers had improved their performance and that the company had not lost its friendly atmosphere. Gives a bullet-pointed, ten-step guide to making a success of performance management; reports a sound bite from the company’s managing director on what she would do differently if she had it to do again; and quotes the perspective of a satisfied recipient (a recruitment consultant who felt she had been struggling until the arrival of the new development manager). Originality/value – Offers a snapshot of an organization that has successfully addressed issues of under-performance among its employees.ISSN: 0959-5848Reference: 35AG583

Keywords: Coaching, Employee development, Human resource management, Performance management