Gauging employee performance is a subject of pitched debate in HR circles these days. HR professionals diverge as to how to get a bead on how fully their company’s employees are satisfying the mandates of their roles.
Is it an annual review? Is it regular, face-to-face feedback sessions? In a rapidly changing sector, everyone seems to have a preferred model. How to build a performance management program that works demands new ways of envisioning employee development and the role of employees, themselves.
Culture and Performance Management
If you build it, they will perform.
Workplace culture and performance are directly linked. Nurturing the development of a living culture in your organization precedes any performance management effort, without doubt.
Engaged people have no qualms about performance management. Happy people who love their job don’t fear reviews or feedback sessions. They approach them an opportunity for development toward further advancement.
At the root of a successful performance management program is a culture which engages employees and instills in them that they’re part of a community working toward a well-defined goal.
Intimately linked to culture, continuous feedback is a tool which fosters engagement through a strong sense of connection and employee ownership of their own performance.
A culture of supporting colleagues, helping them through rough patches and offering praise for a job well done is the basic framework of a less formal model for managing performance.
Organic and diffused across the entire organization, building the culture is the means to create a working environment in which people’s strengths are built on, making their weaknesses less difficult to manage.
Continuous feedback is more than a heavily structured yearly review. It’s a team effort that keeps employees on the right track and engaged in professional development. That’s good for everyone.
The traditional employee review process is driven by HR. For most of history, it’s felt (for many employees) more like a litany of ills than a supportive benchmark.
By asking employees to schedule their own feedback sessions, employees take the lead and ownership. Consistent and continuous feedback is like a professional glue between managers and employees that builds relationships, teams and retention.
Many may raise an eyebrow at this, but in a culture of self-direction and communal benefit, is employee accountability that much of a stretch? Raised eyebrows on this may reflect an ingrained acceptance of hierarchical frameworks which are no longer serving us or our organizational goals.
A New Style of Working
The heart of building a performance management program that works starts with thinking through the connection between culture and performance. Strong cultures are the foundation of engagement and engagement produces performance.
Within that strong culture, working relationships flourish because they’re what the culture is all about. It’s these relationships which hold the key to a performance management program which is fluid, cohesive and consistently effective.
Performance management is evolving rapidly as the workplace changes. Precedent HR supports this transformation with applicant tracking software that finds you the talent you’re seeking. Contact us.