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How Performance Management Aligns with Employee Experience – Part I

The buzz and research on culture and the performance management topic is inspiring change. Not surprisingly, many studies have found that managers’ least favorite workplace function behind firing employees is conducting traditional annual reviews. Employees dislike this process equally or more than their managers. Collectively we all want more relevant, real-time discussions instead of a formal documentation process summarizing twelve months of performance based on the past and tied to compensation. The Evolution of the Employee Experience will trump traditional processes. Seeing a holistic employee experience is critical in today’s business climate of putting employees first.

Forward thinking organizations are investing a lot of time in reinventing a performance management experience that the entire organization can embrace – from employees, managers, and HR administrators to executives and owners/board of directors. Frequent conversations are replacing the dreaded once-a-year performance reviews. Adopting a performance management system that schedules weekly or monthly meetings in which managers and employees discuss performance goals, career pathing, and progress is believed to not only enhance engagement and productivity but to give companies an edge on recruiting, retention, and identifying high potential employees.

Evaluating present and potential performance is key to developing a smart people strategy – allocation of compensation based on performance and drive continual improvements. The concept is that simple, quick, and almost painless conversations create a better experience and outcomes for employees, managers, and organizations. Clearly documentation needs to occur but it is done in a more frequent, quantifiable, accessible, and reportable way.

Over the last couple decades there has been significant change in Corporate America and it appears that performance management is catching up. Along with our customers we too are looking at a few action steps:

  1. Reviewing our existing performance review process
  2. Asking customers, employees, vendors for feedback
  3. Leveraging technology to manage and report performance

What are your thoughts about performance management? Your comments may be incorporated into my next blog on this topic.

Chris Carlson, Managing Director

Chris is an experienced executive in the staffing industry. She has developed operational analyses, implemented programs /compensation plans, and has assisted hundreds of firms streamline processes and upgrade the competencies of their workforce. Finding innovative ways to generate new business, isolate top talent, and build teams is her passion. She has designed and executed many successful strategic marketing /recruiting plans and promotions. Chris began her career at Aureus Group, a full-service professional recruiting firm, in 1994 and currently serves as the Managing Director of Aureus Group specializing in the Finance and Accounting, Information Systems, and Executive Leadership roles in all industries including; Healthcare Administration, Banking, Finance, Insurance, Commercial Services, and Manufacturing. In addition, Chris is a Certified Professional Consultant, and has an Executive Masters of Business Administration degree from the University of Nebraska at Omaha.

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