This time of year, I hear a lot of conversations about performance management and the evaluation process as a whole.
Mostly around frustration, dread, and a general sense that the process is outdated.
So what has changed? Honestly, everything.
We are in constant motion. We have a surplus of information coming at us at all times. Priorities shift quickly. Uncertainty is the norm.
Work is fundamentally different than it was even five years ago.
So it’s hard to imagine that an annual or even semiannual performance conversation can hold truly relevant information.
We simply cannot plan 12 or 6 months out anymore. And trying to have a comprehensive conversation about everything that happened over the last year? That sounds crazy!
That conversation would take all day and still wouldn’t be enough.
Just pause and think about the last three months. That already feels like a lot.
If your goal is retention, trust, and a culture of growth and development, here’s where I would start:
- Align performance and accountability to organizational goals and mission.
What does that mean? Employees clearly understand how their work connects to the bigger picture. Every role matters, and employees know why. This starts during onboarding and is reinforced throughout the employee lifecycle. - Set clear expectations around communication.
What does that mean? You provide resources and leadership development around communication best practices. Leaders model those behaviors and hold teams accountable to them. - Create a true feedback culture.
What does that mean? Performance management isn’t one big conversation, it’s built through small, intentional feedback moments. Teams know when and how feedback is shared. Leaders model it. Systems and processes support it. - Train leaders on clear, actionable, and timely goal setting.
What does that mean? Whether you use SMART goals or another framework, goals must be specific, measurable, attainable, and relevant. Clear is kind… yes, that applies to goal setting too. - Train leaders to recognize bias and call it out.
What does that mean? Every performance conversation is shaped by perception, past experiences, and personal opinion. Without awareness, bias will show up. Leaders need tools and training to recognize and reduce it. - Train leaders to consider perspective before entering the conversation.
What does that mean? Performance conversations, especially when labeled “evaluations” or “reviews”, can bring up a lot of emotion. Past leadership experiences, job security concerns, team dynamics, and personal circumstances all come into play. Leaders need emotional intelligence resources to navigate this well.
The foundation to your performance management system starts with building the right culture, not setting up another quarterly checklist.