How To Build A Performance Management Program That Works
Kristy McCann, GoCoach's CEO, was a panelist at Namely's HR Redefined 2018 event. The discussion was summarized on the Namely blog by Lyssa Test. The panel discussion focused on measuring and addressing employee performance. It's a challenging topic for many reasons. The traditional annual review is tied to compensation changes, bonuses, and performance goals, so we need to address the frequency and quality of feedback employees receive throughout the year. Every company has a different culture, but employees want to grow, get paid market value, and contribute to company success. How are those reconciled?
Namely's Director of HR Consulting, Annick Miller, offered some challenging questions to the panelists. On the topic of company culture's influence on performance management, Kristy recommended: "Don’t try to push performance management if your company isn’t ready. You need to define your identity and values first." It's so important for companies to understand what they represent, how they act, and what they actually care about.
On the topic of continuous feedback delivery, Kristy said: "Having a performance conversation only once or twice a year is completely ridiculous." She stressed the importance of regular and consistent communication throughout the whole company, emphasizing the need to elevate one another. Lauren Melton, VP of People Operations at Ellevation, offered some great supporting tactics around "insight meetings" and "discovery meetings" to "plot" through the next year and ensure alignment between an employee and management.
Annick offers several more questions around: getting leadership buy-in around big changes to performance management strategy, tailoring processes for "more reserved employees," encouraging performance management participation, generational differences, and separating performance and compensation discussions.