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1、2Expert Perspectives on Performance Management|2020IntroductionBias in Performance Reviews:3 Ways to Stop It in Its TracksSarah Gallo|Associate Editor at Training Industry,Inc.and Co-host of The Business of Learning,the Training Industry PodcastThe Value of Learning in Performance ManagementMegan Be
2、ll,MPM,PMP|Learning Consultant|Blue Cross NC3 Keys to Maximize Employee PerformanceIlana Zivkovich|Founder and Chief Executive Officer|WerqShifting From Performance Management to Performance Enablement JD Dillon|Chief Learning Architect|AxonifyTransform Performance Management Into Performance Develo
3、pment Erin Elizabeth Goldman,MS,MPH,CPTM|Program Manager for Learning and Organizational Development|FabFitFunThe People Behind the PerformanceSarah Whitman|Chief People Officer|Hot Paper LanternMentoring:A New Way to Look at Performance ManagementMegan Wolverton|Senior Director of Marketing|Mentorc
4、liQPerformance Management and the Coaching Mindset:How L&D Can Lead the WayLoren Sanders|Senior Adviser of Learning and Communications on the Strategy Team|CVS HealthRewiring Performance Management for the Digital Workplace:Leader as CoachAlain Hunkins|Speaker,Consultant,Trainer and Coach,and Author
5、 of“Cracking the Leadership Code:Three Secrets to Building Strong Leaders”The Bold Move From Annual Performance Reviews to Real-time Coaching ConversationsYael Shafrir|Chief Marketing Officer|Meet in PlaceAdditional ResourcesCONTENT3489323638Performance Management in the Modern WorkplaceL
6、eadership isnt easy.It means making tough decisions,carefully delegating projects,exercising empathy and establishing effective communication channels.However,theres one aspect of leadership that,for some,is more difficult than the rest:performance management.As businesses have evolved,so has perfor
7、mance management.After all,todays employees want more than the traditional annual review.Office Vibe research has found that 65%of employees want more feedback,and 82%of employees“really appreciate”receiving feedback,regardless of whether its positive or negative.More organizations are adopting a cu
8、lture of continuous feedback and development to meet these needs.These changes are also good for business:When leaders manage performance on a regular basis,they can address performance issues proactively.As a result,teams are better positioned to achieve their goals.From on-the-job coaching to miti
9、gating bias in performance reviews,this e-book offers tips on leveraging performance management for business results.I would love to hear your perspective on this collection of articles from TrainingI.Feel free to reach out to us at .INTRODUCTION3Expert Perspectives on Performance Management|2020Ken
10、 Taylor,CPTMPresident and Editor-in-chief,Training Industry,Inc.Expert Perspectives on Performance Management|20204Whether conscious or unconscious,everyone has bias.To say otherwise is to ignore the brains innate tendency to make connections and“fill in the blanks”based on previous experiences or p
11、erspectives to come to faster conclusions,says Ben Weber,director of human resources and training at VRM Mortgage Services.Although bias is part of being human,it can impede leaders ability to evaluate performance objectively.Biased performance reviews can hold high-performing employees back from re
12、aching their career goals.They also create additional barriers for underrepresented groups in the workplace.For example,a series of studies by behavioral economist Dr.Paola Cecchi-Dimeglio found that women were 1.4 times more likely to receive critical subjective feedback,as opposed to positive feed
13、back or critical objective feedback,than men.Data also shows that black employees receive more scrutiny from bosses,leading to worse performance reviews,lower wages and even job loss.Unfair performance evaluations can also have major consequences on the business,with research showing that unfairness
14、 at work costs U.S.employers$64 billion annually.They can also decrease engagement and productivity and“hinder the relationship between the manager and the employee,”Weber says.On the other hand,if a performance review is biased in favor of an employee,it can lead to overconfidence and/or giving rew
15、ards to team members who havent earned them which can diminish company morale and waste resources.How can leaders stop bias in its tracks to ensure performance reviews are fair for all involved?Consider these tips:1.Improve Your AwarenessThe business world has become increasingly diverse,with multic
16、ultural individuals,people with disabilities,women and members of other underrepresented groups bringing valuable talent to the workforce.However,due to cultural differences,stereotypes and leaders past experiences,theyre more likely to receive biased feedback.Bias in Performance Reviews:3 Ways to S
17、top It in Its TracksSarah Gallo is an associate editor at Training Industry,Inc.,and co-host of The Business of Learning,the Training Industry podcast.Bias in Performance Reviews:3 Ways to Stop It in Its TracksExpert Perspectives on Performance Management|20205Nadia Nassif,founder and chief executiv
18、e officer of Springboards Consulting,says,“Culturally-informed behaviors are misunderstood so often by managers as subpar performance or as not a style fit within their culture.”To objectively evaluate performance,leaders must start by improving their awareness of underrepresented groups.After all,“
19、raising awareness is the first step toward behavior change.”Marcia Scheiner,president and founder of Integrate Autism Employment Advisors,echoes the importance of awareness,especially when managing employees with disabilities.“Education and training is really whats going to get leaders over their en
20、grained views on what it might mean to be someone thats autistic or to have a disability.”With this knowledge,leaders can“modify their management style”based on how employees with disabilities learn.Unconscious bias training can be effective in helping leaders identify and overcome their bias for go
21、od by helping them put themselves in their team members shoes and better understand their perspectives,Weber says.It can close those knowledge gaps previously filled with inaccurate assumptions.In fact,participants in an unconscious bias workshop at Google reported that it increased their“awareness
22、and understanding of unconscious bias,and motivation to overcome it.”A month later,a follow-up survey found that workshop participants were“significantly more likely”to perceive Googles culture as fair,objective and valuing diversity than employees in a control group.2.Be ClearEven the highest-perfo
23、rming employees cant read minds.Leaders should make performance expectations clear upfront so theres no surprises down the road which means establishing clear goals to ensure everyones on the same page,Weber says.When an employee is aligned with his or her manager on what success looks like,performa
24、nce reviews are more likely to be objective.Often,bias can cause leaders to give ambiguous feedback.For example,Nassif has seen several multicultural employees receive“very general and unclear”feedback on“Although bias is part of being human,it can impede leaders ability to evaluate performance obje
25、ctively.”Bias in Performance Reviews:3 Ways to Stop It in Its TracksExpert Perspectives on Performance Management|20206their communication styles,particularly when they have an accent.Similarly,she says,soft-spoken employees may be told to develop a“more executive”communication style to resonate bet
26、ter with clients.“Theres a lot of bias in that feedback,”Nassif says.“Its not a level playing field.”Some leaders may be tempted to avoid giving direct feedback for fear of hurting an employees feelings.However,by failing to give clear and candid feedback,leaders are doing their employees and the or
27、ganization a disservice.Theyre withholding the guidance employees need to succeed in their role.3.Offer Continuous FeedbackA lot can happen in a year.Clients may come and go,policies may change,projects have begun and ended,and much more.When leaders try to evaluate employees performance across an e
28、ntire year in a single review,theyre more likely to exhibit recency bias,focusing on their most recent performance.As a CultureAmp blog post explains,“If someone recently rocked a presentation or flubbed a deal,that recent performance is going to loom larger in a managers mind.Why?Because its easier
29、 to remember things that happened recently.”To avoid recency bias,leaders should determine whether theyre rating an employees performance based on a single event or a trend,Weber says.Documenting employees performance throughout the year can help identify any relevant patterns such as missed deadlin
30、es or absenteeism to address during the review.Another way to combat recency bias reviews is to rethink the annual review process altogether.Numerous innovative companies have already switched to a culture of continuous feedback.Netflix ditched the annual review years ago in favor of“regular,but inf
31、ormal,reviews in which people hear what they should stop,start,or continue from their colleagues.”Similarly,in 2015,CEO Pierre Nanterme announced that Accenture would implement a“more fluid system,in which employees receive timely feedback from their managers on an ongoing basis following assignment
32、.”The more touch points there are for employees to receive feedback,the more accurate their reviews will be,Nassif explains.Further,by giving employees more direct support,continuous feedback can drive engagement on the job:Officevibe reports that 43%of highly engaged employees receive feedback at l
33、east once per week,compared to only 18%of employees with low engagement.Bias in Performance Reviews:3 Ways to Stop It in Its TracksExpert Perspectives on Performance Management|20207Customize your free subscription to receive related content.No SurprisesAside from a birthday celebration or visit fro
34、m a long-lost friend,most people dont like surprises especially in their performance reviews.Weber says,“If youre getting ready to issue a review,and the rating on that review is going to be a surprise to the person that youre issuing it to,then youve done something wrong.”When employees leave a per
35、formance review surprised,its a“big red flag”that they either didnt receive adequate feedback throughout the year or that the review may be biased.When leaders set clear goals and give feedback on a regular basis,Weber notes,“Employees should almost be able to write their own reviews.”Evaluating per
36、formance is never easy.By following these tips,leaders can review performance and provide feedback as fairly and objectively as possible.Be prepared:In doing so,leaders may,themselves,be surprised by just how much their people have to offer.“By failing to give clear and candid feedback,leaders are d
37、oing their employees and the organization a disservice.”Bias in Performance Reviews:3 Ways to Stop It in Its TracksExpert Perspectives on Performance Management|20208The Value of Learning in Performance ManagementThe term“performance management”often conjures images of a closed-door meeting in which
38、 a manager delivers a mystical assessment score to the employee who is helpless to change the past.For some companies,who have embraced technology to automate some of those processes,performance management is considered just a function of online human resources(HR)information systems(“Dont we have a
39、n app for that?”).Lists,charts,rubrics and vague summaries of past actions are,sadly,synonymous with“performance management.”In fact,as we collectively enable the concepts behind an engaged and dispersed workforce,performance management should be tightly connected to the goals of any training team t
40、o enable its learners to meet current knowledge standards,to adapt to change and to expand skills to be future-ready.Training is the cornerstone of an effective performance management strategy that enables active,ongoing communication across an organization so that it realizes its business goals.Whe
41、n Does Training Intersect With Performance Management?Once an organization realizes that training is of the utmost value to the business,it embeds it into the performance management strategy at every step.At the recruitment step,the organization should share with all candidates how performance is no
42、t only managed but supported.This conversation sets the stage for an employee experience in which professional successes and performance management are aligned with business goals,rather than being a stick-and-carrot system to bribe and punish workers.Then,at the hiring step,the hiring manager shoul
43、d speak to performance expectations and how he or she will support and monitor them.Next,the onboarding process should give employees clear information on goal setting,including its alignment with performance,how often are goals set,where are they documented,how they align with the employees goals,h
44、ow they align with the business goals and how they connect to compensation.During their tenure with the organization,employees should actively seek learning opportunities from job shadowing to attending classes as part of ongoing Megan Bell,MPM,PMP,is a learning consultant at Blue Cross NC.A multi-h
45、yphenate of corporate training,higher education and creative agency work,her passion for connecting people to impactful information fuels an evolving career journey.The Value of Learning in Performance ManagementExpert Perspectives on Performance Management|20209performance improvement.Simultaneousl
46、y,managers should include training recommendations in performance conversations to guide employees efforts to keep their skills current and to gain new skills.Saying“go take a class”is not nearly as impactful as talking through which skills an employee needs and ways to gain them.When an employee co
47、mpletes training or shares an example of a recent learning experience,the manager should provide positive feedback to the employee regarding his or her participation assuming,of course,that the training is relevant.(Underwater basket weaving may be a great class but will probably not teach skills th
48、at align to your business.)Performance management should be about guiding employees through learning and experiences to help them be their most effective.Who Needs Performance Management Training?Everyone and more than once.It might be through a different lens,but it should be there for both leaders
49、 and contributors in order for the organization to realize the benefits of performance management.It is important for people leaders to understand the purpose of performance management(ongoing,directed communications that guide an employee toward skills and knowledge that feed into the companys stra
50、tegy).However,those classes are focused on the leader role,which is only half of the performance management equation.Individual contributors also need performance management training covering topics such as the performance management systems used at the company,the responsibilities of both leaders a
51、nd employees in the process,and which metrics the organization uses to measure performance management.An informed employee base better ensures that your performance management strategy is focused on productivity rather than checking off items on a list.Which Training Topics Enable Effective Performa
52、nce Management?For both leaders and individual contributors,there are skills that directly feed into the effectiveness of performance management.Those skills also support improved productivity,employee morale,employee engagement and communications.Consider“Training is the cornerstone of an effective
53、 performance management strategy that enables active,ongoing communication.”The Value of Learning in Performance ManagementExpert Perspectives on Performance Management|202010these topics for your training catalog as standalone offerings as well as themes to weave into performance management trainin
54、g:Goal setting Strategic thinking Emotional intelligence Active listeningWhich Metrics Indicate Training and Performance Management Impact?Some training offerings,depending on specificity and customization,require unique metrics in order to determine success.Fortunately,you can leverage existing tal
55、ent metrics to monitor your training-enhanced performance management efforts.Start with a baseline of recruitment and retention rates.Then,as you bring more purposeful training elements into each step of the employee experience,you can see how those metrics evolve.With the maturity of your training-
56、enhanced performance management strategy,leverage other metrics,such as productivity,employee morale rankings and internal mobility.Enhancing Performance Management for the FutureAccording to Deloitte,“With new talent approaches,the way many organizations compensate and reward workers has fallen out
57、 of date.Today,only 11 percent of respondents felt that their rewards systems are highly aligned with their organizational goals.”Performance management must free itself of its reputation as a punishment and reward system,and organizations must fully integrate it with training efforts and align it w
58、ith business goals.When training supports the workforce,and the workforce is managed based on known performance goals,the business will enjoy success.The Value of Learning in Performance Management“Performance management must free itself of its reputation as a punishment and reward system.”Inclusion
59、 and diversity Time management Working with teamsCustomize your free subscription to receive related content.Expert Perspectives on Performance Management|2020113 Keys to Maximize Employee PerformanceFor years,managers and company leaders have relied on the annual performance review as a tried and t
60、rue approach for providing feedback to employees,setting goals and holding them accountable for achieving results.Is this process really encouraging high performance in your organization?In the traditional annual review model,each year,companies ask employees to fill out a performance survey,usually
61、 with feedback from their manager,and submit the results for their file.While conducting these annual reviews costs organizations millions in lost working hours,Gallup reports that“only 14%of employees strongly agree their performance reviews inspire them to improve.”Why?For starters,a years worth o
62、f productivity and performance is a lot to synthesize in one sitting.Since the discussion only happens annually,employees and managers have often forgotten the entire years worth of effort and productivity by the time annual reviews swing around,resulting in incomplete,unhelpful data.The annual revi
63、ew survey is also usually general and open-ended so that it can apply to everyone in the organization.While convenient for photocopying and mass emailing,this approach makes it difficult to individualize the review to address each employees unique personality,challenges and skills.Form statements as
64、king managers to determine if the performance of multiple team members has met their expectations are ambiguous ciphers that result in haphazard feedback or even bias rather than thoughtful assessments using agreed-upon criteria.Theres a better,more individualized approach to inspiring and managing
65、high performance in your team,and it involves these three elements:3 Keys to Maximize Employee PerformanceIlana Zivkovich is the founder and CEO of Werq,a strategic leadership advisory firm headquartered in Austin,Texas,serving clients around the country and abroad.With a background as a mental heal
66、th professional and in-depth experience as an executive leader and certified executive coach,she helps leadership teams align their people,processes and strategy so that businesses can achieve exceptional results.“Take time to get to know your employees and their expectations,and use this in-depth k
67、nowledge to inform your management style.”Expert Perspectives on Performance Management|2020121.Give Instant FeedbackRather than waiting a year before identifying issues and relaying feedback to an employee,find reasons to share feedback regularly throughout the workweek.Take time to get to know you
68、r employees and their expectations,and use this in-depth knowledge to inform your management style for each individual.Think of yourself as a coach rather than a manager.Give your employees the tools they need to improve on an ongoing basis,and then step back and let them achieve success.This regula
69、r guidance will help employees make quick adaptations and small changes to continuously improve and excel at their duties.2.Set Personal GoalsResearch shows that increasing job autonomy leads to happier,more productive employees,so ditch the generic goals and meet regularly with employees to empower
70、 them to set their own goals instead.When you give team members the freedom to choose goals that are unique to them and their capabilities,they will feel a more personal attachment to them,will believe in them more fully and will be more likelyto actually achieve them.To further enhance employees co
71、mmitment,make these regular goal-setting moments part of a bigger conversation that connects their work to the greater mission and vision of the department or organization.This conversation will encourage greater team collaboration and accountability.3.Conduct Quarterly Performance Coaching Sessions
72、In the traditional annual performance review model,the conversation is one-sided.By conducting quarterly performance coaching sessions instead,the conversation becomes bidirectional.Both the manager and employee openly explore whats working,what isnt working and what they need from each other to ach
73、ieve success.They also continuously review past and future targets for performance optimization.These conversations become more meaningful and successful,and they have a stronger connection to performance.The ultimate goal of any manager is to develop and encourage high-performing teams.If youre stu
74、ck in a dated performance management routine that isnt 3 Keys to Maximize Employee PerformanceExpert Perspectives on Performance Management|202013producing results,consider taking a more individualized,agile approach to guiding,motivating and rewarding your team.3 Keys to Maximize Employee Performan
75、ce“Ditch the generic goals and meet regularly with employees to empower them to set their own goals instead.”Customize your free subscription to receive related content.Expert Perspectives on Performance Management|202014Shifting From Performance Management to Performance EnablementSound Familiar?At
76、 the beginning of the fiscal year,executive managers pass down the organizations goals for the year.Middle managers then create their departmental goals,and frontline managers work with employees to determine pseudo-aligned personal goals.The goal of this process is to promote ongoing,focused coachi
77、ng discussions between managers and employees,culminating with formal year-end evaluations.Unfortunately,the day-to-day reality of the workplace usually derails this plan,resulting in the last minute completion of evaluation documentation and meetings before the cycle can begin again.This problem is
78、 why so many people dislike performance management.Employees dont enjoy being surprised by year-end feedback.Managers dont enjoy rushing to finish reviews.Human resources(HR)professionals expend a great deal of time and energy administering an unpopular process.Even the term“performance management”l
79、acks context and humanity.Good Idea.Poor Execution.The concept itself is not bad.Goals and feedback are critical components of the working experience.However,performance management execution is behind the times.The idea originated in an era when“career”typically meant working ones way up the ladder
80、through a single organization.Companies were simpler to navigate,strategies were stable and long-term,and work structures were based on hierarchy.The review process was a way to ensure that employees received feedback and to provide reasoning for compensational,promotional and disciplinary decisions
81、.Performance management has not evolved as quickly as the workplace overall.HR has added new elements,such as digital platforms,pulse check surveys and 360-degree assessments,in an attempt to modernize the process,but performance Shifting From Performance Management to Performance EnablementJD Dillo
82、n is one of the most prolific authors and speakers in workplace learning today.In his role at Axonify,he partners with an award-winning team to solve business problems for leading organizations through modern learning practices and cutting-edge technology.JD attended the University of Central Florid
83、a,where he earned a bachelors degree in communications and marketing,and holds a master of business administration from Kaplan University.Expert Perspectives on Performance Management|202015management is a lot like modern Hollywood filmmaking:Even with new elements,its still the same story everyone
84、has already seen.Rather than continue to take the safe route and lean on remakes and reboots,HR must create a new story that truly meets the needs of the entire audience,including employees,managers and organizations.Performance in the Modern WorkplacePerformance an employees ability to do his or he
85、r job as expected is not an HR topic but an operational topic.Expectations and accountability are the foundation of the manager/employee relationship,but this relationship is often lacking.Employee performance expectations are constantly shifting due to the disruptive nature of todays workplace.At t
86、he same time,managers are overburdened with operational demands that shift their focus away from their teams.Performance is also a nuanced,personal concept.There are a myriad of reasons why an individual may or may not succeed in his or her role,including environment,experience,motivation,training a
87、nd support.Trying to neatly fit each employee onto a one-to-five rating scale doesnt make sense.While HR professionals are typically not part of day-to-day workplace execution,they are in a position to influence the organization to think differently about the concept of performance.Rather than talki
88、ng about performance as if it can be managed through structure,HR professionals must help organizational leaders shift their mindsets to focus on enablement.Then,they can partner with stakeholders across the organization to apply right-fit tools and tactics that will enable employees to do their bes
89、t work every day.Begin With ManagersManagers not HR professionals are the most important players in performance enablement.They must be able to provide clear expectations and feedback as part of the everyday work experience,but first,they must have two key tools:time and training.“Expectations and a
90、ccountability are the foundation of the manager/employee relationship,but this relationship is often lacking.”Shifting From Performance Management to Performance EnablementExpert Perspectives on Performance Management|202016Even the best managers struggle to find time to focus on their employees.Pay
91、roll,scheduling,inventory,customer service and strategic planning have to happen for the business to operate.Individualized coaching does not.Organizations must assess the manager role and determine how to shift managers priorities so they can focus less on tasks and more on people.Automation can pl
92、ay a key role in this transition,as machines can perform many repetitive managerial tasks more quickly than humans.Many managers arent selected due to their coaching abilities but are promoted because of their operational experience,resulting in an immediate gap in their ability to enable employee p
93、erformance.While adjusting the selection process to focus on people skills would be beneficial,it may be unrealistic in many organizations.Therefore,managers must receive practical,situation-based training on coaching skills.This education should begin before they step into the manager role and cont
94、inue as an everyday part of their work through practice and reinforcement activities.Clarify ExpectationsMost job descriptions fail to capture nuanced performance requirements,and most organizations change too quickly for employees to wait for annual goal-setting discussions to figure out what theyr
95、e supposed to be doing.HR leaders must partner with operational managers to clearly define and document the measurable performance expectations of every role.Employees should be able to access their performance goals whenever they need to in order to determine how they are performing.Transform Feedb
96、ack Through DataPerformance is not usually black and white,but you can eliminate a considerable chunk of the gray through the use of performance data.One of the most effective ways to hold someone accountable is to associate an objective measurement with each desired outcome.Organizations should als
97、o apply multidimensional data,including continuous measurements on employee development,on-the-job behaviors and business results,in order to help managers proactively identify gaps,provide targeted coaching and recognize proven capability.Shifting From Performance Management to Performance Enableme
98、ntExpert Perspectives on Performance Management|202017Shifting From Performance Management to Performance EnablementCustomize your free subscription to receive related content.Make Learning Part of WorkBecause performance expectations change so quickly,employees must have the opportunity to quickly
99、respond to feedback and enable their own development.Just as managers struggle with priority conflicts,frontline employees often do not have control over how they use their time at work.Therefore,learning and support must be embedded within the workflow.Applying a range of data-enabled tactics(e.g.,
100、performance support,microlearning,adaptive learning and reinforcement)can help employees develop their knowledge and skills during the workday.Traditional performance management doesnt work.For employees to do their best work in an always-changing workplace,they must experience feedback,coaching and
101、 development every day,not just during a scheduled annual process.HR must influence stakeholders to think differently about performance and shift their mindset and tactics away from structured management and toward continuous enablement.“Managers not HR professionals are the most important players i
102、n performance enablement.”Expert Perspectives on Performance Management|202018Transform Performance Management Into Performance DevelopmentFor many people,the thought of performance management conjures images of corporate red tape,difficult conversations and improvement plans.In reality,however,perf
103、ormance management is as simple as achieving agreed-upon goals something that is important for both individual and organizational success.If its that simple,why does it sometimes feel so hard?More importantly,how can organizations,leaders,managers and employees equip themselves to succeed in this cr
104、itical,yet potentially daunting,function?The answer is to make it ongoing and focus on performance development over performance management.Heres a guide for managers on how to transform their performance management process into a performance development process:Job Description:Start HereThe first st
105、ep toward successful performance and ongoing development is clarifying roles and responsibilities.Begin by reviewing job descriptions with each team member.Have a direct report without a job description?Work with your human resources(HR)team to develop one,or,if possible,start by cocreating this doc
106、ument with your direct report.This collaboration can lead to increased buy-in and engagement and a better understanding of expectations.Work at a startup where job descriptions change daily?Acknowledge this reality with your team member,make the job description a living document,and create a structu
107、re for revisiting and refining the role in a way that supports organizational needs.Goal Setting:FocusBeyond general roles and responsibilities,each team member should have goals toward which he or she is striving.Whether you use the SMART framework,objectives and key results(OKRs),or key performanc
108、e indicators(KPIs),be sure all of your team members know what success looks like in their role for the short and long terms.Transform Performance Management Into Performance DevelopmentErin Elizabeth Goldman,MS,MPH,CPTM,is the program manager for learning and organizational development at FabFitFun.
109、Expert Perspectives on Performance Management|202019Its even better if these individual goals align to team goals and if those team goals,in turn,align to organizational goals.To help employees have the greatest impact,heed Simon Sineks advice:Start with why.If team members understand how their indi
110、vidual goals support the company as a whole,they will be able to see the value their work contributes and be more engaged in their day-to-day activities.Development Plan:Design a Path Toward GrowthHeres where the shift from management to development begins.Work with your team members to create indiv
111、idual development plans that clearly articulate the support they need to achieve success as outlined in their job description and goals.Consider including the following elements in the plan:Top skills:What are your three strongest skills in relation to your current position?Areas of development:In w
112、hat two or three areas do you want to grow in order to excel in your current job,meet your goals and/or advance to the next level?Development activities:What activities will you participate in to grow in those areas,and are they specific,attainable and relevant?Expected outcome:How will you measure
113、each development activity?By when:When will you complete these activities?One-on-one Meetings:Provide Support and Course-correct Along the WayHave regular check-ins with each team member at a cadence determined by the situation and person.For example,a biweekly meeting may work for a senior team mem
114、ber with whom youve worked for a while,but youll probably want to schedule weekly one-on-ones with new team members,employees who arent meeting expectations and anyone who works in a different location than you.Your direct report should drive the agenda,but be sure to regularly discuss the following
115、 topics:“The first step toward successful performance and ongoing development is clarifying roles and responsibilities.”Transform Performance Management Into Performance DevelopmentExpert Perspectives on Performance Management|202020 Results:Discuss both wins and lessons learned.Current challenges:A
116、sk how you can help.Development activities:Check in on the development plan.Feedback:Provide and request it.Gratitude:Even a quick“thank you”goes a long way.Frame this discussion within the team members job description and goals,and be sure to return to them to reinforce role clarity and priorities.
117、Performance Review:Assess OutcomesThis step is the formal assessment of how a team members work output has progressed toward or,ideally,achieved the agreed-upon goals.Your organization likely has a process in place for performance assessment,and managers may have little power to effect change here.I
118、t may be a single review by the manager;a 180-degree approach that provides upward and downward feedback;or a 360-degree assessment that includes input from direct reports,peers and managers.Regardless of the structure,your role as the manager remains the same:Ensure that this process takes place fo
119、r your team members and,importantly,that there are no surprises in the feedback you provide.If youve followed the steps laid out here and have had ongoing conversations focused on development and goals,this step is simply documentation of what youve been discussing throughout the year.Coaching Conve
120、rsations:Use a Growth Mindset ApproachThe golden thread throughout ongoing performance development is the managers ability to use a coaching approach that unleashes talent and helps team members be the best version of themselves.The approach is simple:Talk less and ask more.Focus your coaching conve
121、rsations on nurturing a growth mindset.In short,helping your team members see they have the ability to grow and improve(rather than having to navigate fixed skills and knowledge)is key to them reaching high performance.Transform Performance Management Into Performance DevelopmentExpert Perspectives
122、on Performance Management|202021Final ThoughtsEvolving performance management to focus on development benefits individuals,teams and organizations.If everyone at the company is focused on achieving goals and growing,engagement,collaboration and innovation will increase ultimately leading to higher p
123、erformance and organizational success.As a manager,what first step can you take today to shift from performance management to performance development?“Focus your coaching conversations on nurturing a growth mindset.”Customize your free subscription to receive related content.Expert Perspectives on P
124、erformance Management|202022The People Behind the PerformancePerformance management systems are part of the mechanics of work as we know it.This idea that people and their performance should be evaluated and used as a lever to benefit business outcomes is not new.It appeared when Robert Owen,an earl
125、y industrialist and textile factory owner,recognized that his workforce could have a positive impact on productivity and employed a variety of techniques to improve his employee output.His approach to managing factories was not what wed accept as“great place to work”conditions.While he demonstrated
126、progressive thinking for the time,Owen embodied the competing priorities that still tug at organizations today:People or profit?Profit or people?For Owen,it was all about the profit.People were the means to that end.Today,more than 200 years after Owens spark of enlightened thinking,there is progres
127、s.Last year,the Business Roundtable,a nonprofit organization whose membership consists of prominent chief executive officers,released a new“Statement on the Purpose of a Corporation,”which states that yes,it is profit.Yes,it is people.Beyond both,its purpose contributing to the greater good by suppo
128、rting communities and maintaining fair and ethical practices.Combined,each contributes to other.Certainly,there is a lot of skepticism around the deeper meaning behind these statements,but the stake has been planted.While we have a long way to go,the idea of investing in employees includes attemptin
129、g to unlock performance potential.Management luminaries and organizational psychologists alike have developed system after system and approach after approach to what is commonly known as performance management.Weighed down by technology meant to create order,and modern human resources(HR)regulations
130、 that add further complexity,it is not easy.Performance management has expanded to include helping people become their best and to add meaning and fulfillment to work.Unfortunately,Gallup research indicates that only one-third of employees“strongly agrees with the statement,The mission or purpose of
131、 my organization makes me feel my job is important.”The People Behind the PerformanceSara Whitman is the chief people officer at Hot Paper Lantern.Expert Perspectives on Performance Management|202023In the process of managing performance,we can lose sight of the people in the process.As part of this
132、 continued evolution,lets pause and remember the whole person the human these systems are intended to“manage.”Shifting the Performance Management MindsetInstead of managing performance,lets focus on facilitating growth,fostering impact and coaching for potential.These are mental shifts,with the foun
133、dational thinking that organizations need to loosen control instead of continuing to tighten the process.Agile approaches are a start,but what would happen if we took it even further by considering how to put the individual person at the forefront of the performance process?An initial step is to cle
134、arly define expectations and set the course.Communicating one vision helps employees understand what the organization is trying to do.With that clarity,they can decide whether its a journey they can believe in and contribute to meaningfully.From there,create flexible frameworks that provide guidance
135、 about your organizations philosophy and approach.Show what great work looks like,and provide the tools and technology necessary to do great work.This process provides a guide for employees to work comfortably within but also to press against and make better.Overcommunicate expectations and why they
136、 are important.Provide on-the-job training,led by preparation and practice.Beware of blanket,general statements,and instead,say,“This is good work because.”and,“This is helpful because”With that information,employees can make connections and smart decisions about how to create impact.Encourage emplo
137、yees to set goals that are both professional and personal.Support them in showing up as their whole selves,with permission to be creative and to both give to and benefit from the organization.Create Conditions for GrowthOnce youve laid the foundation,you can shift your focus from control to support.
138、Let people surprise you with how they iterate against the framework you provided.Ask The People Behind the Performance“In the process of managing performance,we can lose sight of the people in the process.”Expert Perspectives on Performance Management|202024for check-ins,seek to understand decisions
139、 and track results.Be honest about what you see,and think about progress so you can make course corrections if needed.Create opportunities for internal and external coaching and mentoring,and provide the tools and practices to make self-coaching a reality.One resource to check out is from Ed Batista
140、,a coach and professor at the Stanford Graduate School of Business.He puts the full syllabus and resources for his“Art of Self-Coaching”course online for anyone to access and learn from.Understand ImpactIt can be uncomfortable to loosen control after trying to curate and orchestrate everything and e
141、veryone perfectly and to shake the belief that this traditional approach is the way it should be.To better assess and understand the impact of letting go,consider looking at as many qualitative and quantitative variables and data points as possible.Consider how employees are Contributing to organiza
142、tional goals.Chasing personal goals.Putting in discretionary effort.Achieving personal successes.Demonstrating pride in their work.The industry is making incredible advances in people metrics,making the effects of our strategies more visible and readily available than ever before.In closing,Robert O
143、wen deserves a slight nod.He opened our minds to the power of people.Its about time for those people to come from behind and to lead their own performance.I,for one,am ready to be wowed.The People Behind the PerformanceCustomize your free subscription to receive related content.“Once youve laid the
144、foundation,you can shift your focus from control to support.”Expert Perspectives on Performance Management|202025Over the past few years,weve seen an abundance of research telling us that performance management processes are overengineered,are time-consuming,and they tend to demotivate employees whi
145、le hindering candid and honest conversations.Moreover,theyre nearly equally deplored by both employees and managers.In examining a variety of ways both to promote candid conversations about performance and to focus on future improvement and accelerated positive growth,a combination of programmatic m
146、entoring and performance management delivers good outcomes.While not initially obvious,a close examination of the two programs reveals an interesting overlap.Consider the similarities between ideal-state mentoring programs and ideal-state performance management programs.Both seek to help your organi
147、zation create an environment that strategically aligns employees skills to meet your companys vision and achieve long-term business needs and organizational goals.Both combine education,training,growth opportunities and continuous feedback.Both have a common goal:enabling employees to perform at the
148、ir peak potential.Having a number of thoughtfully designed mentoring programs that span your employees career at your company will help your leaders set short-and long-term expectations and goals,monitor progress,and provide real-time feedback.These programs provide mentees with the type of learning
149、 relationship needed to thrive and for career growth,resulting in higher engagement,mobility and retention.Its relatively easy to draw meaningful conclusions about the impact of onboarding new hires quickly and effectively,developing employees functional expertise,measuring the readiness of upcoming
150、 leaders,or developing a capable talent pipeline for executive positions.The following examples will share how to combine performance management strategies with mentoring initiatives and bring about a maximum return on investment(ROI).Mentoring:A New Way to Look at Performance ManagementMegan Wolver
151、ton is the senior director of marketing at MentorcliQ.Mentoring:A New Way to Look at Performance ManagementExpert Perspectives on Performance Management|202026Onboarding MentoringYour onboarding program is new employees introduction to your organization.It gives them a step up on becoming productive
152、 and integrated as quickly as possible.Onboarding is often a starting point for mentoring programs;many companies experience a high level of turnover around the six-month mark,and mentoring programs can help alleviate that attrition.At six months,an organization has invested time and money in recrui
153、ting,interviewing,hiring and onboarding a new employee,but the employee hasnt been productive long enough to have yielded returns on the organizations investment.If your organization decides to invest in an onboarding mentoring program,youll pair up each new employee with a mentor who will help him
154、or her align with the companys culture and values,vision and mission,and written and unwritten rules,helping the employee feel more connected to the business and his or her team.In addition,their mentor can help make the employee aware of performance expectations,monitor progress toward meeting thos
155、e expectations,and identify strengths or areas for improvement all of which helps improve productivity.This close connection with someone who has an interest in his or her success at the company increases the likelihood that the new employee will stay.Functional Expertise MentoringAfter employees ar
156、e up to speed on how to actually do their jobs,they will need additional information to hone the skills they need to do their specific job effectively,supporting the case for functional expertise mentoring programs.In these programs,mentors act as subject matter experts(SMEs),sharing knowledge and s
157、kills,experiences,and best practices,helping their mentees expand their skill sets and perform their jobs better.Mentors typically use guided conversations and observations to report on performance and develop mentee talent.These programs are helpful not only to measure individual productivity and p
158、rovide desired learning opportunities but also to help management identify high-performing individuals and future leaders.“Onboarding is often a starting point for mentoring programs.”Mentoring:A New Way to Look at Performance ManagementExpert Perspectives on Performance Management|202027High-potent
159、ial MentoringOnce employees are productive and doing great things at your organization,theyll start to have access to opportunities for increased responsibility and leadership roles.This stage is where a high-potential mentoring program can help expand your organizations management talent pool.Ident
160、ified through other mentoring programs,like the functional expertise program,these top contributors stand out for their potential to be great leaders and elevate the organization.High-potential mentoring programs help proactive employees find mentors who can advance their careers and access the deve
161、lopment they need to be ready for future roles.Popular content resources include 360-degree or multi-rater feedback tools;advanced communication models;business acumen training;and training to improve soft skills,such as problem-solving,collaboration and emotional intelligence.Succession Planning Me
162、ntoringThe final phase in the employee life cycle that can benefit from proactive performance management is the succession planning program.These types of mentoring programs help ensure a talent pipeline for an organizations executive leadership roles.Executives hand-select protgs from an exclusive
163、list of highly qualified candidates and choose one or two mentees to develop over a longer period of time.These programs do not typically include structured content,because each mentee is being groomed for a specific executive position.Each has a unique set of strengths,experience and skills to deve
164、lop,and knowledge gaps to address.Each relationship is focused on real-world skill-building and application,usually through projects,stretch assignments and challenges that will take months,if not longer,to complete.Performance management doesnt need to be a negative or punitive action.When you are
165、using mentoring programs to integrate,educate and promote your employees,youre not only showing them that you see their potential and are willing to invest in their future.You are also positioning your company to reap the benefits of having an engaged,loyal workforce who will help your organization
166、achieve their goals.Mentoring:A New Way to Look at Performance ManagementExpert Perspectives on Performance Management|202028“Performance management doesnt need to be a negative or punitive action.”Mentoring:A New Way to Look at Performance ManagementCustomize your free subscription to receive relat
167、ed content.Expert Perspectives on Performance Management|202029Performance Management and the Coaching Mindset:How L&D Can Lead the WayTeams have shifted.In the past,leaders ran teams(and organizations)as dictatorships.Labor was plentiful,and jobs were few.Businesses could easily replace people if t
168、hey didnt do their jobs well.Employee development and retention were an afterthought.Now,leading dynamic teams means operating with a growth and talent mobility mindset.Employee development creates motivated employees who exceed expectations and continue to set the bar higher so they can achieve mor
169、e.Imagine this process happening organically:Wed achieve perfection.Sadly,many leaders still operate under the assumption that teams cannot function effectively unless someone is there to push,drive,and dangle a carrot and a performance review focused on all of the things the person could do better.
170、This approach often leaves todays employees dejected and disengaged,with the choice either to stay and be miserable or to leave for greener pastures,because no one took an interest in their success.In our current economic environment,the latter is more likely.Its not that there is anything wrong wit
171、h measuring performance with a written review.Formal documentation of performance isnt a bad thing,but it should not be the only thing.True performance management is evergreen.It engages employees and helps leaders create conditions that facilitate forward movement and success through coaching and e
172、ffective feedback loops.Effective leaders empower people to do good work and focus on continuous development through coaching but this approach is a mindset shift,and as learning and development(L&D)leaders,we have to lead the way.Here are six ways that we can apply a coaching mindset to managing ou
173、r own teams,modeling it to our stakeholders as we create leadership development programs:1.TransparencyTransparency brings people together and helps build trust.To be transparent,leaders must be authentic and deliberate,willing to grow alongside their teams and share and Performance Management and t
174、he Coaching Mindset:How L&D Can Lead the WayLoren Sanders is a senior adviser of learning and communications on the strategy team at CVS Health.She is also an adjunct faculty member at Lake Forest Graduate School of Management,where she teaches organizational communications and strategic talent mana
175、gement.Expert Perspectives on Performance Management|202030transfer knowledge rather than hoard it as a power-wielding force.Be transparent about your vison and expectations and the roles your team members play.If you can,make sure that they have a say in setting some of the expectations around the
176、work that they do.It will strengthen your relationships and build accountability.2.Listening for UnderstandingCoaches do not give solutions.They ask questions that help people think critically and draw their own solutions.Here are some examples of questions you can ask your team members:Explain this
177、 situation:This request helps them define a problem in their own words.)Why is this important,or why is this a problem now?:This question creates focus.What ideas do you have about the solution?:This question encourages critical,creative,strategic thinking.How will you know its successful?:This ques
178、tion helps them focus on goals and measurement.Are there any obstacles in the way?:This question helps mitigate risk.What should we do next?:This question creates partnership.3.Providing Organizational Context to Projects and TasksHelp people connect the dots between the current task and how it fits
179、 into the bigger picture of what the organization does.This conversation will help your team members see that they are more than the work they do and that their impact is broad and meaningful.It will also help them make connections,which enhances their ability to learn.4.Knowing Their StyleEveryone
180、approaches work a bit differently.By understanding and appreciating the different personalities on your team,you can form complementary work groups.Anticipating the needs of your team members based on their work styles can help“Effective leaders empower people to do good work and focus on continuous
181、 development through coaching.”Performance Management and the Coaching Mindset:How L&D Can Lead the WayExpert Perspectives on Performance Management|202031you flex your leadership approach in order to create faster successes.Also,by knowing and appreciating your own style,you can remove a barrier to
182、 success as a leader.There are a lot of free resources online that you can use to assess your and your team members preferences.5.Giving Meaningful FeedbackGive feedback in the moment and in a way that says you support your employee and his or her learning.Never make people fear making mistakes;grea
183、t learning comes from great flubs.Be part of their learning journey,and beware of the feedback firehose,where every conversation becomes a coaching conversation.6.Receiving Feedback WellListen to your teams feedback.If you go into leadership thinking you have all the answers,you will experience majo
184、r problems.If you are going to give feedback well,you need to learn to receive it with grace.If we apply the coaching mindset,practice it,reflect on it daily and model it for the teams we support,it will become second nature.When it becomes second nature,it will become part of the way our teams oper
185、ate.When our teams operate this way,we can more easily pull the concepts through into our training.By modeling coaching for performance,we can lead the way.“Never make people fear making mistakes;great learning comes from great flubs.”Performance Management and the Coaching Mindset:How L&D Can Lead
186、the WayCustomize your free subscription to receive related content.Expert Perspectives on Performance Management|202032Rewiring Performance Management for the Digital Workplace:Leader as CoachIts time to kill the performance review.The traditional performance review process is like going to an angry
187、,bitter dentist upset at having to spend hours writing up reports about each patient.Instead of examining your teeth,they read you the report about your teeth.They tell you your teeth are rotting but dont tell you which ones.Then,they ask you to leave and come back in six months time.This approach t
188、o performance management is an outdated model,a relic of the industrial age.It was designed for an era where top-down control of individual employee performance was the priority.“Disruption”hadnt been invented yet.In our digital age,where collaboration is the new normal,this model doesnt work.In Del
189、oittes 2019 human capital trends survey,96%of employees reported engaging in some kind of team-based work,and for good reason:Its effective.Almost three-fourths of respondents reported some level of improvement in performance because of the shift to a network-/team-based organization.Forward-thinkin
190、g companies realize that they cant let performance management impede managing performance.A number of the 2020 Glassdoor“Best Places to Work”have abandoned the traditional performance review.Adobe,for instance,has replaced the formal clunky traditional review process with a real-time feedback conver
191、sation it calls“The Check In.”Want a tool to structure your own check-in conversation?Try this model.If you want better performers,each leader needs to be a better C.O.A.C.H.:C:ConnectAt its core,leadership is a relationship built through authentic connection.Spend some time genuinely engaging with
192、your team members on a personal,human level.Rewiring Performance Management for the Digital Workplace:Leader as CoachAlain Hunkins,author of“Cracking the Leadership Code:Three Secrets to Building Strong Leaders,”is a sought-after speaker,consultant,trainer and coach.Over his 20-year career,Alain has
193、 designed and facilitated seminars on numerous leadership topics,including team building,communication,peak performance,innovation and change.His clients include Walmart,Pfizer,Citigroup,IBM,General Motors and Microsoft.Expert Perspectives on Performance Management|202033Its important to build trust
194、 before jumping into task mode.If you dont,your team members walls will go up and their coachability will go down.O:ObservedThe key to good feedback is specificity.Ideally,you should coach someone on performance that youve observed firsthand.For example,if youre coaching someone to become a better w
195、ritten communicator,pull up or print out an email he or she wrote,and refer to it in your conversation.Viewing all feedback through a behavioral lens what the person said or did is key as you get into the details of the feedback conversation.A:AskMost leaders have a genuine desire to be helpful and
196、are keen to jump into the conversation and start giving feedback right away.But the goal of the conversation isnt to give feedback.The goal is the employees growth.Your team members should walk away from your coaching conversations feeling inspired and armed with a clear plan to improve.Asking them
197、first sparks ownership and inspiration.Lets return to the earlier example of coaching on written communication.Pull out the email,and start by asking the employee to give himself or herself feedback.Ask,“What do you think worked well?Why?”Then,ask,“What do you think could be better next time?Why?”By
198、 asking for self-feedback first,you can accomplish two goals simultaneously:You learning how self-aware the employee is when it comes to the skills youre discussing,and you gain a good indicator of how to adjust your feedback.Your employees responses will help you choose how much you should share an
199、d how deep you should go.“Forward-thinking companies realize that they cant let performance management impede managing performance.”Rewiring Performance Management for the Digital Workplace:Leader as CoachExpert Perspectives on Performance Management|202034C:CollaborateThe“C”step of the model is the
200、 part when you can share your feedback.Here are some tips to make it sure its effective:This conversation is a dialogue,not a monologue.Find ways to draw the employee into the feedback conversation.For example,you could say,“In this first paragraph of your email,I didnt read a clear central message,
201、so I wasnt sure of your point right away.How might you do it differently next time?”Be as specific as possible.Pull on your details from“O”(observed).Share what the employee said and did(or didnt say or do).Share the impact that those behaviors had on you.Avoid blanket value statements.For example,s
202、aying,“That first paragraph is really great”isnt valuable.Its better to say,“In that first paragraph,you stated your central message immediately and outlined a clear agenda of the plan.”If you have 50 pieces of feedback on your list,identify the top three to share.Dont fall into the trap of trying t
203、o add too much value.At the end of each piece of feedback,ask,“Does that make sense?Do you have anything to add or any questions?”Confirmation ensures understanding.H:HowHow will your team member take this conversation and move forward?The goal of the check-in is his or her business performance and
204、personal growth.With“H,”its time to leave the specifics and look at the big picture.What lessons has your employee learned?How will they help him or her professionally and personally?This last step is an opportunity to come full circle,back to connection,and leave the conversation on a high note.If
205、theres any documentation that needs to happen,discuss it with full transparency.Any“formal”assessment that comes from this conversation should be seen as a mere write-up of what youve already discussed no surprises.Its 2020,and the performance review is broken.Its time to reimagine our workplace,our
206、 workforce and work itself.Its time to rewire our processes so they serve our people,instead of our people serving our processes.Rewiring Performance Management for the Digital Workplace:Leader as CoachExpert Perspectives on Performance Management|202035Rewiring Performance Management for the Digita
207、l Workplace:Leader as CoachThe transformation to a fully human-centered digital workplace wont happen overnight.However,making the leap from performance manager to performance C.O.A.C.H.is taking a bold step in the right direction.“Its time to rewire our processes so they serve our people,instead of
208、 our people serving our processes.”Customize your free subscription to receive related content.Expert Perspectives on Performance Management|202036The Bold Move From Annual Performance Reviews to Real-time Coaching ConversationsAs 2019 drew to a close,the same event was being played out across thous
209、ands of offices across the country:the annual performance review,which has a robust status and fixed nature in the annual cycle of corporate life.Heres the catch:A growing number of people are suggesting that the system of Annual Performance Reviews is broken that its intentions are good but the end
210、 results are nothing short of disappointing.The Annual Performance Review Could Be CounterproductiveOn the surface,it seems like a great idea to conduct an annual review.The process,however,is plagued by inefficiencies at best and fatal flaws at worst.CEB research has found that 95%of managers are d
211、issatisfied with their companys appraisal process,and almost 90%of human resources(HR)leaders dont believe the process provides accurate information.After all,its a retrospective review that often lacks nuance and insight.Traditionally,managers conducted the annual performance review only or at leas
212、t primarily with the companys interests in mind:How had employees contributed to business results?This type of thinking,left over from the Industrial Revolution,is out of place in modern organizational discourse.Organizations today are realizing that the annual performance review and,more importantl
213、y,reviews in general need to be about the employee,too.In the ongoing war for talent,data shows that its not money that potential hires and current superstars value most;rather,its factors like culture and values,the quality of senior leadership,and growth opportunities.Enter Real-time Coaching Conv
214、ersationsClearly,waiting for an annual performance review is ineffective for all stakeholders.The Bold Move From Annual Performance Reviews to Real-time Coaching ConversationsYael Shafrir is the chief marketing officer of Meet in Place,a global network of innovative meeting spaces designed for an ur
215、ban boutique hospitality experience.“In the ongoing war for talent,its not money that potential hires value most;rather,its factors like culture.”Expert Perspectives on Performance Management|202037On the other hand,giving and receiving feedback without waiting for the review in a way that builds on
216、 employee confidence and speaks to their needs is an effective way to achieve desired outcomes for managers and leaders,employees,and the organization.Real-time coaching conversations can enable this type of feedback.A recent article in the Harvard Business Review cited Microsoft as an example.When
217、Satya Nadella joined the company as chief executive officer in 2014,he inherited a stagnant business full of risk aversion that was slow to adapt to the fast-paced digital world.Microsofts internal corporate rhythm was dictated by quarterly and annual business reviews,which had far-reaching negative
218、 effects.Nadella and his team nixed these reviews in favor of a coaching-oriented approach and a growth mindset.Starting with himself,Nadella began soliciting real-time feedback and fostered“leadership as conversation.”These changes have been instrumental in Microsofts revival.Moving to Real-time Co
219、achingWhen it comes to improvement,having a coach or mentor can make a huge difference.In his TED Talk,for instance,surgeon and writer Atul Gawande shared how people like violinist Itzhak Perlman use coaches to drive their improvement.He noted that real-time coaching conversations can improve perfor
220、mance across almost any field.If your organization wants to compete for the best talent,retain that talent and build a qualitative edge over your competitors,real-time coaching is a compelling place to start.Consider revising your outdated annual performance review protocol into a process thats more
221、 employee-focused.Incorporate real-time coaching to keep employees engaged and growing.“When it comes to improvement,having a coach or mentor can make a huge difference.”Customize your free subscription to receive related content.The Bold Move From Annual Performance Reviews to Real-time Coaching Co
222、nversationsMore Resources on Performance Management There are many resources on our website offering insight on performance management:Effective Performance ReviewsIn this episode of The Business of Learning,Roberta Matuson,president of Matuson Consulting,and Jared Narlock,MPA,SHRM-SCP,a talent deve
223、lopment and engagement consultant for Nemours Childrens Health System,share their thoughts on what makes performance reviews effective and what doesnt.The Managers Role in Training for TeamworkThis research report investigates how organizations train teams and how managers support team-related training.Training Industry Magazine:Coaching and CultureThis issue of Training Industry Magazine evaluates L&Ds role in culture change and the managers role as a culture coach.ADDITIONAL RESOURCES38Expert Perspectives on Performance Management|2020