What are the performance management processes organizations have in place? Are these performance management processes working in improving performance, engagement, and employee development?
What training and tools are offered to managers to be effective at performance management and coaching conversations?
What strategies do organizations have in place to hold managers accountable for engagement, development, and retention of employees? How effective are each of these strategies at holding managers accountable?
What are the organizational, managerial, and employee challenges to providing ongoing coaching and feedback?
The true purpose of performance management is to improve performance, align employees with company goals, and develop employees. It should include a whole system of goal setting, development, compensation actions, performance feedback, and a goals-based appraisal of performance. However, most organizations stop at the annual review without having manager-employee conversations that focus on performance, engagement, and development drivers all year. A recent study by HCI found 55% of HR practitioners report that their organizations are committed to having recurring conversations between managers and employees. Managers are the primary developers of their talent, yet another HCI study found only half of managers are providing their employees with regular feedback, and less than a third are having routine career coaching conversations with their employees.
If the traditional, annual way of approaching performance management is not working and managers are not engaging their employees in regular performance and development discussions that they crave, how can we expect our employees to be engaged, perform well, and develop their potential? More importantly, what are organizations doing to make sure managers are held accountable for performance management and as developers of talent?
