Performance management in a post-Covid world

In the UK, the first quarter of 2023 has been marked by a wave of industrial action. Strikes and disruption are happening in the rail network, nursing, the ambulance service and education. Under-investment, earnings falling behind inflation and labour shortages after Covid are all being blamed for this situation.

The response from the government is to demand increased productivity and new working practices. Trade unions and employer organisations struggle to find an acceptable compromise solution. Workers in these sectors are stressed and disillusioned. Significant numbers are leaving.

Are these symptoms of a condition that exists across the wider workforce? Do private companies face similar challenges and could the situation get worse? Probably, but investment in people pays dividends. Performance management is a key leadership responsibility.

Reward and recognition

Morale and team spirit in the workforce are damaged by pressure and stress. Intelligent leaders get close to their people, acknowledge their concerns and offer reassurance. They listen and share their plans for improvement. Communication is essential, both with the internal team and channel partners. Recognition is important, but reward for commitment and extra effort is the best investment for the future.

Surviving a crisis can bond people more closely, as long as their health and wellbeing are protected. Sustaining recovery and growth requires continuous awareness from enterprise leaders. Regular performance awards are a vital part of leadership and management strategy.

Working together

There are many factors affecting teamwork and productivity.  The responsibilities of leadership and management executives include:

• Regular staff training and reviews
• Staff retention and development
• Selecting future leaders for promotion to management
• Motivating and involving people across the company
• Setting standards, maintaining quality and customer satisfaction
• Supporting and encouraging team and individual performance

The ethos of working together is created when people feel connected.  They begin to put the company first and are willing to put in extra effort when required.  That “ownership” only comes when workers know that they are trusted and appreciated.

Live events provide a unique opportunity to demonstrate the value of essmployees and other business partners.  They bring managers and workers together in a shared celebration of achievements and results.  Events provide the platform for sharing the leadership’s vision and direction with the people on whom success depends.  Workforce relationships are the life blood of every organisation.

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