What are some of the characteristics of performance management that enable commitment to excellence as well as a highly engaged work-force? (based on Sutton and Rao, 2014; Buckingham and Coffman First, Break All the Rules, 1999)
One key appears to be more frequent meetings between managers and staff--at least quarterly and more often if needed. Managers convey expectations but also foster growth and development, offer practical advice and coaching, ask for and give feedback, and enable self-tracking of performance.
The object is to make regular adjustments to improve performance as well as employee experience. In this context, there is more opportunity to build relationships in which managers and employees are less likely to put off sensitive conversations. Details about specific issues impacting performance are more fresh in mind.
Based in these elements, one company of 11,000 employees replaced its much maligned yearly performance system with more frequent "checking-in" between managers and staff. There was no prescribed frequency though an ongoing employee survey was designed to tap into how well these meetings were going. There was a 30% drop in voluntary attrition of employees.(Suttton and Rao)