Reinventing performance management

Performance management is a bit like a visit to the doctor: necessary, often feared and more painful than anticipated. But why is the traditional approach to performance management so disliked by teams and managers? How can we turn it into a process that leads to key conversations with high added value? How can we include employee recognition and development?

1. The tick-the-box syndrome

Problem: The entire process is often perceived as a series of bureaucratic formalities, more focused on ‘forced form-filling’ than on the actual development of skills. Managers and employees find themselves caught up in questions that are disconnected from their day-to-day reality. 
Solution: Introducing a system of continuous feedback.

Regular exchanges and 360° feedback transform the exercise into an open dialogue throughout the year, not just at a single occasion. As well as reducing the halo effect, problems are solved as they arise and successes celebrated in real time.

2. Not only financial recognition

 
Problem: When performance management is directly linked to financial aspects such as merit and bonuses, the overall contribution of employees cannot be taken into account.

Solution: Broadening the approach to include employees' development needs and skills.

By integrating a talent grid into performance reviews, it is possible to highlight the potential and diverse contributions of employees, beyond their current job. This not only recognises their work, but also allows us to explore opportunities for future growth within the organisation. By discussing career prospects and development opportunities, employees feel valued, which helps to retain them.

3. Lack of feedback

 
Problem: Lots of managers struggle to provide constructive feedback. Finding the right balance between being honest and encouraging is a skill that needs to be learned. Without the right training, managers can be too cautious and avoid giving the constructive criticism needed for development.

Solution: Enhancing managers' communication skills and teaching them how to give feedback.

Providing managers with better communication and feedback skills can transform performance management into a constructive exchange. Workshops on effective confrontation, reiterating feedback and active listening give managers the tools they need for more effective leadership. By segmenting appraisals into specific, manageable themes, managers can better monitor progress and offer more tailored support.

Conclusion

The goal of reinventing performance management is not just to make it more enjoyable, but to make it an effective tool for development and engagement. With these adjustments, organisations can transform the dreaded ‘performance reviews’ into a culture of continuous development and appreciation.

Alice Tranchant 

huapii Co-founder & Chief Experience Officer