A Proven Strategy for Performance Management

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2020 is changing the way we work, without question. As the nature of the workplace transforms, performance management faces new challenges. We’ve seen many workforces undergo a rapid shift to remote. A Gartner survey of 229 HR leaders in April 2020 revealed that 81% of their employees had shifted to working remotely. The study noted that even post-pandemic, remote work will not only continue, but increase. At the same time, workforces with employees deemed “essential” face additional pressure and stress. That stress includes how to stay safe, let alone engaged. The onus is on managers to keep up.

The fundamentals of effective, modern performance management haven’t changed: to build and maintain engagement, alignment, and growth. Feedback is critical in this process, as we know. One challenge now is how to measure performance and gather data as well as provide feedback in real time. Another challenge: Finding a system that connects the whole workforce and collects data over the long term.

Empowered by a digital platform, 360º feedback is a proven way to meet these challenges. 360º should be part of your overall talent management strategy, whether your future plans include an on-site, remote, or blended workforce. To optimize its potential, here are three critical strategies:

Cover All Four Corners

The best way to get an accurate picture of how any individual is doing? Make sure you’re getting feedback from all four corners of the workforce. That includes the manager, peers, any direct reports, and others in the organization.

Feedback on leaders should hew to this principle as well. It can be tough to get a clear picture of a leader’s effectiveness for a number of reasons. A digitally powered feedback program with built-in anonymity and uniform survey questions will certainly help overcome any reluctance to ‘speak freely’ about a leader. Asking for feedback on leaders as part of a customary cycle of feedback also helps. Rather than an exception to the rule, this makes it part of a normal process. And since leaders themselves can have difficulty with self-assessment, this reduces any undue stress.

Ask the Right Questions

If you don’t ask the right questions, you won’t get constructive or relevant feedback. Establish the key questions you need to ask. Tailor those questions to your industry, your market, and the nature of your own company. Make sure they are tied into the objectives of the process, as well as the nature of the role they’re meant to survey.

There are two goals to keep in mind here, as well. First, ensure feedback can drive more self-understanding and better growth for the employee, and help managers provide an unvarnished but fair review that focuses on strengths as well as weaknesses. Second, design questions that engage participants to answer them. Don’t overload a survey with too many questions, or ask multiple questions on the same topics. It’s also a better practice to combine open-ended questions with multiple choice and rating questions. That way, participants can weigh in using their own words.

Provide Manager Training

Build in training and coaching for managers on how to best implement 360º Feedback so the process is set for success. That means getting clear on consistent terminology and guidelines. As Primalogik’s new ebook, Essential Performance Management Solutions for Today’s HR, points out, “T​o allow for fair comparisons of employees’ contributions, reviewers need to be using the same guidelines.” Guide managers on how to establish the right criteria and work with their employees to set individual as well as organizational objectives. Managers should also explain the process and its purpose. Specifically, they should clarify what employees should expect, and send periodic reminders and prompts over the feedback platform.

Managers should also plan to conduct plenty of follow-up. That follow-up should include a one-on-one discussion with employees to review feedback. A plan for improving performance in any areas of concern should also be included. Beyond that, managers may also want to conduct regular, frequent check-ins with employees to make sure they’re on track and comfortable. A recent Workhuman study showed that regular check-ins are key drivers of engagement: 85% of the workers surveyed reported higher levels of engagement with weekly check-ins. Making growth an ongoing conversation may greatly improve the outcome: it’s easier to improve in small steps than all at once, and real-time feedback — coming from multiple directions — has a clarity to it that’s far more engaging.

360º Feedback is Performance Management

360º Feedback is most effective when it’s part of an overall employer commitment to employee growth and development, and when it’s designed to show strengths and growth for everyone. When an organization is transparent about wanting to be the best it can be, and gives the workforce the means to participate fully, there’s a clear alignment. Employees feel a part of the process, not the recipients of it.

We’re all learning how to be better at using data and fully engage and communicate in the digital workplace. Digital feedback platforms keep us connected, providing a clear picture of performance grounded with multiple sources of feedback and data. It’s a powerful way to update performance management, and drive manager as well as team success.

This post is sponsored by Primalogik.

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Source: This post was originally published at Talent Culture on .

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