Description: The following passage mainly focuses on m&t bank login. Rich Gold, President and Chief Operating Officer of M&T Bank, discusses how his organization moved away from a focus on the performance appraisal process to one of building a system for managing people performance.
We had done our first employee commitment survey, one of the key pieces of feedback that we got was that virtually everyone in the organization thought we didn’t do a very good job of managing people performance, high performers felt like that they weren’t being differentiated from poor performers.
People thought we weren’t helping to develop, coach or improve the performance of poor performers, it was universal across the board, we were going through revelations, it has nothing to do with the performance appraisal, in fact it’s something that we should be doing every single day.
In retrospect it’s odd to think that we couldn’t grasp that concept without a little bit of help, we quickly moved from the notion that it’s all about the performance appraisal, if we could only give candid feedback, life would be better to the notion that we need to build the system.
For the last 13 years certainly in the divisions that I’m responsible for, it’s been an ongoing process of trying to build a system that ensures that people are getting performance feedback all the time, that’s the key starting point to probably the transformation in our organization.
Since the year 2000, we’ve consistently run an employee commitment survey, what she started to see very clearly was an incredible correlation between those areas that were well ahead of other areas, as it relates in the behavioral technology that ADI brings to the table and the correlation between that level of commitment to the science and the levels of engagement.
It’s always good to begin with your people, because if you’ve got a problem, it’s probably somehow some way in some shape or form related to the performance of the people in your organization, but the biggest piece of advice I can give to any sort of executive level people that are looking to go down this road is that it’s a long road, you’ve got to be committed to taking it all the way.
When I talk about performance management in our organization, I talk about it as a way, it’s not a thing, it’s not like a fad, it’s not something we’re going to try, it’s a way that we will operate, it’s a set of expectation we will put on anyone responsible for other people in the organization.
If you don’t see it as a way, you’re never going to get an element of how the culture will be managed on a go-forward basis, I can’t imagine if there was an avenue by which you could create an environment where the people you were responsible for were happier.
Why wouldn’t you embrace it? Why wouldn’t you adopt it? Why wouldn’t you implement it? It feels a lot better personally to know that you have been able to influence people in such a positive way over the years, it’s probably the thing I’m most proud of in my career.
That all started probably in 2000, we had that first day-to-day conference, but it feels good for people to look to you as someone who cares about who they are and what they do, people look to you and know that you do a good job.