What do you do if your performance evaluations fail to retain top talent during a culture change?

Performance evaluation during culture shift can be a challenging task for any HR Manager ,implementing the performance evaluation for the employees. It normally happens that there is change in the organizations structure ,either by adding or deleting the layer of hierarchy which may or may not please your top performers. The best way to tackle this is to re-think the metrics and not to go by the traditional bell curve method should be a thing of past now. You can compare apple with oranges. Hence , those re-designed metrics should reward your top performers without disturbing your appraisal budget.

Culture change may affect not only top talents, but also other levels in an organization. Sometimes, the change may lead to workforce optimization as well. Thus, it is important to identify different layers of talents and communicate well across the board. Top talents usually are at high fly; the reward and recognition scheme should be put in place with clear retention terms, such roll-on or deferred schemes.

Rethinking metrics is essential for aligning performance evaluations with evolving cultural values. By updating criteria to reflect the new direction, you ensure that expectations resonate with cultural goals. As Peter Drucker once said, "What gets measured gets improved." Let's redefine success metrics to recognize contributions that drive the culture forward and inspire growth and recognition for top performers within the new framework.

It is undeniable a two-way communication is the most effective approach for dialog. Well-defined plans and metrics should be ready and be transparent with a clear agenda to address the matters or concerns. During the dialog, practice a coaching method (active listening and questioning) would be recommended to allow employees to speak more to take ownership of assignments or tasks.

Fostering open dialogue during performance evaluations is essential, particularly amid change. By soliciting feedback from top talent, you refine the process and show that their input matters. This collaborative approach builds a sense of partnership and investment in the company's future, crucial for retention.

There are different levels of roles and responsibilities, thus a one-size-fits-all approach will never work. Firstly, plan a clear common goal of the organization. Secondly, personalize objectives to fit capabilities and cascade them to different roles. Lastly, continue engagement, support, coaching, and recognizing for high performance.

Transitioning to a model of continuous feedback is vital, especially amid cultural change. Regular check-ins facilitate ongoing dialogue about performance and expectations, ensuring top talent feels supported and guided in real-time. This approach minimises misunderstandings and disengagement by fostering consistent communication.

it is right to have a regular feedback session with team. Develop the feedback mechanism and toll for all management to have regular feedback/coaching session with team is the good way.

Once an employee reaches at certain level, he would be looking forward for formal recognition from the Company and Industry. Maslow's theory highlights clearly after reaching a basic level, employees are motivated through recognition of their work. I have known few top performing individuals leaving a top notch company for the reason of being not recognized by their companies although they were at top leadership positions. So , never feel shy to give a pat on the back for your top performers irrespective of their level in the hierarchy.

Performance Evaluation could not run effectively without any recognition program. It is like try to run but have no water to drink. We need the energy physically and mentally to run further. Recognition is good to fuel the energy. however, we need to design the recognition that best suitable to them_ fit to their need and personalities type.