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The Who, What, Why, and How of Performance Management
The Who, What, Why, and How of Performance Management
The right approach, process, and tools make it possible to drive employee and team performance for business success.
The best performance management programs humanize performance, empower managers as coaches, and keep performance and
growth top of mind.
In this blog, we’ll help you better understand what performance management is, why it matters to your business, and how to build an
effective performance management program.
Performance management is the process an organization uses to motivate, measure, and develop performance of its individuals and
teams to support the organization's goals and objectives. Performance management can focus on the performance of the organization
overall, teams or departments within the organization, or an employee’s individual job performance.
Clarifying expectations
Identifying and setting goals
Providing feedback
Reviewing results
Determining developmental opportunities
Effective modern-day performance management is a strategic approach that weaves together touch points throughout the employee
experience and aims to improve and motivate employee performance.
Performance management impacts employee performance by ensuring employees have clear goals and priorities, an
understanding of where their performance falls, and frequent feedback and coaching from their managers.
Performance management impacts team performance by helping people leaders build positive relationships between team
members and create a culture of feedback that motivates employees to work better together.
Performance management impacts organizational performance by helping businesses promote transparency, alignment, and
collaboration so that all employees and teams are working together to reach a common goal.
History of performance management
Performance management has taken many shapes over the years. And traditional approaches across organizations usually followed this
framework:
Employees were categorized as high, middle, or low performance workers, and contributions were measured by output versus outcomes.
These systems were built to suit workplaces at the turn of the 20th century—but work environments were much different then.
This evolution has inspired a shift from annual appraisals and goal management to continuous performance conversations and feedback.
A continuous approach allows leaders to capture real-time data and coach toward ongoing progress.
Peter Cappelli, Director of the Center for Human Resources at The Wharton School of Business at the University of Pennsylvania, outlines
three reasons for adopting a continuous performance management approach.
A study by Harvard Business Review Analytic Services found that more than half of business leaders chose productivity as a primary
business goal for their organization's investments in performance management, employee engagement, and development. Yet only 31%
say they’ve actually improved productivity as a direct result. This is where performance management comes in.
Besides the people who make up your organization and the process or system you use to manage performance, an effective program is
made up of the following key elements.
2. Shared accountability.
If you’re moving toward a model of continuous conversations, it’s important that both managers and employees are delivering on what’s
expected of them. Ownership is only the first step. To create shared accountability:
3. Regular communication.
Communication is critical to successful implementation and adoption of any talent initiative. Leaders, managers, employees, and HR
business partners (or communities) should understand the intent of your program and how they contribute to its success. Customize your
message and be sure to communicate frequently and consistently.
4. Individual approach.
Employees have different ways they like to be motivated, receive feedback, and be recognized. People leaders should take note of these
preferences, individualize their approach to employees' matters, and coach them to better behaviors. When employees feel their individual
contributions and strengths are valued and understood, they are more likely to be engaged and perform better.
6. Growth mindset.
Employees perform better when they adopt a growth mindset—a belief that they can always improve and achieve more. When they do,
employees:
Your performance management program should demonstrate value to your business. When you think about your engagement survey
feedback, consider how perceptions have or have not changed toward elements that drive performance—like feedback, career growth,
and open and honest communication.
If perceptions have improved, you should attribute those outcomes to your performance process. If not, consider perceptions related to
other performance management elements, such as:
Goal alignment
Clear performance expectations
Real-time recognition
Your performance management strategy should empower employees with frequent coaching, feedback, and opportunities to develop their
knowledge and skills to help them reach their full potential for individual, team, and business success.
Here are three steps to help guide your performance management process.
Do our processes and systems align with the pace of our business?
How does our current process help us achieve our org-wide goals?
What gaps or blindspots do we have with our current process or system?
Ask yourself:
Do our employees have what they need to perform at their highest level?
How are we helping coach employees to leverage their strengths?
What other support or training do they need to own their performance?
Ask yourself:
> They moved to continuous performance conversations and feedback by implementing informal “check-ins” that could be
launched and customized by any employee, at any time.
> They built intuitive goal conversation templates to organically include opportunities to discuss and collaborate on setting clear,
aligned, and motivating goals.
> They brought performance conversations full circle by building recognition toolkits for managers and launching an online peer-
to-peer recognition program to keep the conversation going.
Here are 6 best practices for redesigning performance management to move your program forward.
One-on-one meetings should happen monthly to allow managers and employees to discuss performance and other important topics
frequently. These meetings can cover a variety of topics and should always be:
Managers don't always have a direct line of sight into their employees’ performance or developmental needs to provide constructive
feedback—which can create bias. Manager-employee feedback is key, but adding peer feedback can help paint a bigger, clear picture of
performance.
Employees should seek out 360 feedback and participate in self evaluations. This will help shift everyone in the organization to feel more
comfortable sharing feedback and motivating performance.
5. Drop stale celebrations and recognize the human behind the work.
Traditional performance management approaches offered compensation (or pay-for-performance) as a way to reward high performers.
But today’s workforce isn’t motivated by monetary benefits alone.
While compensation conversations are still important, organizations are separating pay from performance and emphasizing positive feedback
and recognition to increase engagement and motivate performance. Recognition should go beyond employees' individual contributions and
celebrate the behaviors that support and reinforce your organization's mission, vision, and values.
Employees can set goals, schedule check-ins, provide feedback and recognition, and stay connected between check-ins
Managers will have greater visibility and transparency into goal progress and performance, employee recognition, and feedback
Organizations won’t be dependent on "seeing" employees to understand their performance and how it does (or doesn’t) impact
business
A strong program and effective process for performance management are foundational aspects to leveraging your talent for business
success. In order to support, enable, and empower your efforts, you need a next-generation performance management system.
Here are the components that make up a successful performance management system and how to put your program and process into
action.
5. Talent reviews that allow managers to evaluate performance, growth, and risk.
These assessments enable managers to develop interventions to improve their team, engage high performers, provide stretch or growth
assignments, or determine areas of improvement. When high performers are recognized for their contributions and provided opportunities
to develop and grow, they are more likely to be engaged.
Choosing a performance management software that fits your workplace culture is essential to the success of your strategy. When looking for
technology to complement your people and team performance management process, you need a solution that can bring elements of an
effective system together.
Look for a provider that isn’t limited to standalone systems or tools. Instead search for one that supports and propels organizational
growth.
Here are 6 performance management software features you should look for.
Conclusion
The state of performance management is always evolving—and will likely be at the top of many business leader and HR agendas for the
foreseeable future. To continuously achieve business success, organizations will need to adapt and adjust their approach to attract and
retain high-performing employees.
Changing focus from annual performance reviews to continuous performance conversations and creating a process that drives employee
engagement, employee and team performance, and business success will help:
Employees understand why their contributions matter and how to make a bigger impact
Managers coach successful teams by providing continuous feedback and building aligned goals
Leaders tie performance metrics to business outcomes to build a competitive workforce
To learn more about leveraging performance management to drive employee, team, and business success download this new report, The
Business Case for Modern Performance Management.