I always insist my clients that they must never forget that, when all is said and done, people (like you and me) are who finally use the PMS and make or not worth of it. Therefore, besides correctly linking strategy and teams objectives, systems must be understandable. My experience is that this represents an usual failure for companies. One of my obsessions when designing a PMS is keeping it as simple as possible.
Specifically I would recommend to avoid:
- Establishing criteria that nobody understand
Surely, your strategic mind can fly high, try not to do too high so people can clearly understand performance criteria perfectly –> Use examples for this in your training sessions about the PMS. (If your confusion mainly resides in how to translate company´s goals to performance objectives I recommend you read http://bit.ly/nXID4T where my colleague Sandy Richardson succinctly explains it in 12 points).
- Being unclear at defining steps and expectations for the system
Once people complete information and training sessions to know how to use the system, expose what the route is in order to keep the system flowing. Uncertainty is a usual mistake. Be proactive, keep them alert and informed.
- Forgetting to establish an update procedure for the system
Be conscious that the first shove for a PMS comes easily, since the company has spent a relevant budget on it and HR staff need to show that the project has been accomplished. However, don´t forget that the following step is even more crucial to adjust the system and make a useful tool of it. Don´t be you who forget establishing a procedure to polish the PMS time to time, letting improvements to adjust the system by this procedure.