Beyond the annual review, performance management should include ongoing feedback, goal-setting, coaching, strengths-based development, and recognition and rewards – and managers must be held accountable for these outcomes. Learn how performance management can be integrated with strategic organizational goals, rewards and recognition programs, and development and succession plans. With the help of performance management systems and social technology, you can make performance management part of day-to-day leadership.
Recommended Performance Management Resources
Learn More about Performance Management with our Top Resources
Learn the feedback practices of high-performing organizations, identify resources for sharing and receiving of performance feedback, and evaluate your organization’s feedback processes to determine if they are meeting their goals.
This Talent Pulse report focuses on how performance feedback is circulated throughout organizations. HCI believes that feedback is fundamental to the performance management process. HR professionals must work to increase feedback-seeking ...Read more
Explore what inhibits productivity at work and why it matters, and the science of meditation and how it can drive improvements in employees' mental and physical health.
Explore critical trends and insights from Betterworks’ 2018 State of Continuous Performance Management Survey and the steps you need to take to upgrade your current performance management practice.
Since he was born almost three years ago, our son has looked to faces for cues. Almost instantaneously, inside his little, blonde head he looked up at us and wondered: Is this safe or unsafe? How should I interpret this situation? How am I doing? As parents, it is a subtle balance between giving too much feedback that can overwhelm and control, and too little feedback, which can contribute to uncertainty and doubt.
Ever wonder what makes people succeed in their roles? Relationships—not quantity, but quality, and particularly with direct reports. Just as the best companies are concerned about the quality of their relationships with their customers, the best leaders seek feedback—both positive and negative—about how they’re doing in their relationships with their many constituents.
For many companies, “performance management” still takes the form of annual reviews. This is a problem because despite huge investments in time, energy and capitol, research has shown that for most organizations this antiquated process fails to yield any clear improvements in employee performance.