The traditional approach to performance management includes a performance review process that typically takes place once a year. The annual practice has been the standard for practical reasons – the review influences compensation and succession planning along with other cyclical business practices.
One of the biggest HR trends predicted for 2016 is the death of the annual performance review. We are certainly seeing a significant shift in performance management tactics as employers become more and more frustrated with the disconnect between the administrative side of things and actual performance. Innovative leaders understand that a once a year performance and development conversation is not effective in driving high performance in individuals or teams, and moving the dial for true results requires active coaching and discussion on an ongoing basis.
We love the idea of managers sitting down with employees on a regular basis to have collaborative discussions. We also understand that this can be challenging to execute in a consistent way across your business. Having a process in place where managers and employees share ideas, exchange information and provide each other with feedback holds everyone accountable. However you choose to organize these discussions, there are a few things you can do to ensure that your performance review process promotes continuous dialogue that is aligned with your employee value proposition (EVP), key performance indicators, values, and behaviours.
Aligning Performance Management with Your Employer Brand
- Ensure dialogue is ongoing and reciprocal. Providing employees with feedback is great, but they also need the opportunity to provide you with feedback. Find out how the employee experience can be made better for them on an individual level to support high performance. Don’t forget to ask how they think you can be a better leader!
- Be real. Candid performance discussions are a critical management practice and need to be consistent. If you have struggled to be fully transparent with your employees in the past, address this fact and take steps to adjust your approach over time so that employees aren’t confused by a sudden shift in personality when they’re talking to you.
- Look for opportunities to gain external insight. Ask colleagues and customers to give feedback on how your team is living the brand. Keep it simple. Really simple. Don’t be afraid to call the review process something else; something that reflects your goals and EVP.
- Define key behaviours. Make sure your managers know what specific behaviours they need to demonstrate during performance discussions in order to align with your employer brand. What’s more, ensure they know what specific behaviours need to be reinforced or addressed if employees are not meeting brand expectations. Many managers struggle with difficult conversations, so make sure you support and prepare them to execute the process effectively.
Effective performance management is not only a tool to help employees better understand their strengths and weaknesses, but an opportunity to engage and inspire. In addition, ongoing performance conversations offer great insight into your internal talent pool to help you with training and succession planning.
Performance reviews are so often viewed as an administrative necessity, yet ongoing conversations between managers and employees offer tremendous opportunities to work together with your people to sustain your employer brand and bring your authentic EVP to life. This year, take a new approach to the annual review and observe the impact on employee experience in your organization.