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Performance Management Trends of 2019

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It is a widespread belief that the year 2019 is a time for a modern approache. Both young and flexible, and old-school companies with long-time history should reconsider their business processes. At the same time, numbers of companies keep working with traditional annual appraisals...

 Due to its needs to keep abreast and:

 

  • Make decisions regarding pay and promotions
  • Identify poor performers, help them or hold them accountable

 

The major corporations like Adobe, GE, Deloitte, and Microsoft discarded their annual performance reviews because of universal agreement that these practices don’t work, and they don`t really drive better performance and engagement. The true reasons why are:

 

1. Managers have too tight agenda for another meeting (reviewing, goal setting, feedback for employee). And most of the managers avoid appraisals, or they do it just to set for show.

 

2. Employees don`t like appraisals. Some may think they are unfair because discussing performance once or twice a year is not enough.

 

3. Appraisals are past-focused rather than future-focused. Despite the importance of staying on track, being able to course correct when needed, and being able to give and get the continuous feedback is a necessity to perform at our best.

 

So, I wonder if we were building a new culture of Performance Management with an absolutely clean slate, what might be the key principles for effectiveness? According to the book Measure What Matters by John Doerr (an early backer of Google and Amazon, among many other companies) for Continuous Performance Management exist 3 key elements Conversations, Feedback and Recognition (CFRs). So I highlighted the most important steps based on these elements:

 

  • Set aligned, short-term objectives

Long-term objectives often become irrelevant as the business grows and the world changes around us into a formidable pace. So we decided to be flexible and at the same time aligned with your company vision and global business strategies.

 

  • Have 1:1 and Team Talks as regular support from managers and frequent feedback

Prepared Talks with frequent feedback allow us to keep teams on track and be on the same page.  There is a great benefit for your colleagues and you, when they know about scheduled talks and can collect not urgent but important questions before this. Everyone is sure that their manager will have time for them and you will not be distracted by minor issues.

  • Plan Scheduled 360 Evaluation like a multi-source feedback

For personal and career development management should help subordinates understand their strengths and see where there is room for improvement. Here 360 Evaluations and talks can help, which are based on results.  

 

  • Use Surveys

Anonymous and open surveys that help to learn the thoughts and decisions of teams and departments. Find out problems, discontent or just understand how your team feels.

This flexible and continuous approach to performance management is reinventing the reviews cycle. If a manager doesn’t want any “hard discussions” at the end of the year, he should initiate “easy discussions” throughout the year. It builds better relationships and improves overall team success.
 

Moving forward, we can expect that flexible goals,  continuous feedback and performance management, based on emotional intelligence becomes a standard. For this to happen, top management will have to invest in modern HR technology and learn to communicate effectively.

Henrik Dannert

CEO

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