All too often, performance management is a painful topic. Be honest, if it weren’t for deadlines and robo-emails from your performance management system, would your 2018 reviews be complete?
I have long been an advocate of year-round performance management. Sort of a continuous flow of feedback (good and constructive), so that there are no surprises at the end of the year. I find this makes the annual conversation less of a surprise and it helps along the way by course-correcting behavior as necessary.
This article lays out very clearly how to work through the process and make it more effective for the organization and the participants.
The evidence is clear: a small number of priority practices make the difference between an effective and fair performance-management approach and one that falls short. Organizations that link employee goals to business priorities, invest in managers’ capabilities, and differentiate rewards for the extremes of performance are 84 percent more likely to have performance-management approaches that their employees perceive and recognize as being fair.