The Do’s and Don’ts of Modernizing Your Performance Management Process

Are your managers and employees regularly engaging in targeted dialogue to drive and align performance?  Employees today expect more frequent conversations that feel more like coaching than an evaluation of last year’s work.    If you’ve been in HR long enough you know that tinkering with forms, ratings, and competencies fall short of fundamentally changing the system.   Transforming the process requires new thinking and energy to create a simple yet effective approach that delivers real value to employees, people managers, senior leaders, and HR.   Performance management should deliver on the promise of driving and aligning people’s performance and potential.  You can make it happen.  While moving away from traditional performance management practices is no longer a new topic, many practical questions about implementing the new model remain, and thoughtful planning is essential.  Join Jamie Resker, Founder and Practice Leader at Employee Performance Solutions to explore ideas for evolving performance management.  She will share ideas for creating a system that more accurately reflects how people work today.  She helps organizations make the shift away from reviewing and rating past performance to building the capacity of everyone in the organization to speak regularly and candidly about strengths, accomplishments, and more methodically re-direct off-target performance. Her Conversations to Optimize Employee Performance program provides skills and tools to help transition managers from the performance evaluator role to coaching for bringing-out-the best-in-people mindset.     

  Learn how to:

· Measure performance and develop your employees without annual reviews and ratings. · Reshape manager and employee communication by re-orienting the manager's role from judging and evaluating to coaching forward.   · Anticipate and prepare for the three most common objections to changing performance management.      · Identify and help to course-correct under performing employees, and learn why an over-reliance on reviews and   ratings can backfire when relied upon to document problem performance.