What are effective ways to collaborate in a performance management program?

Supervisors and employees should work together on goals. If supervisors develop goals and simply hand them to employees, an employee may feel lack of ownership over their plan. If employees develop goals without leader input, leaders may fail to see how the employees' goals align with the organizational context.

Regular communication allows you to keep records up to date. But it also allows you to keep relationships up to date. Employees are more likely to open up and collaborate with someone who reaches out more often.

Absolutely, it's all about staying connected with your team. Regular check-ins are gold, whether it's every other week or once a month, just keep that communication flowing. Set clear expectations so everyone knows what's on the table. When your team shines, let them know it – a pat on the back goes a long way. But if they're not hitting the mark, don't sweat it. Offer some training or guidance to help them get there. We all deserve a chance to grow and improve!

The outcome of performance management is not only about achieving results. In order to achieve results, you must help your employees succeed in their current role and responsibilities and/or get to the next level of their career. Performance management is a two-way street. The employee is taking ownership of their career, and the leader is providing guidance, support, coaching, and mentoring to help achieve their career goals. If you help your employees learn, grow, and win; they will help you learn, grow, and win too! It is a win-win situation for all involved.

Recognizing & appreciating employees & teams for their role & fostering a positive company culture is pivotal.This acknowledgment extends beyond merely acknowledging accomplishments to include recognizing the alignment of their actions & values with those of the organization.To solidify the impact, it is essential to offer equitable & meaningful incentives, e.g. financial rewards or non-monetary ones like public recognition.Collaborating with employees to ascertain their individual & collective reward preferences fosters a sense of inclusion and tailors recognition to their aspirations.Ensuring swift & transparent delivery of incentives reinforces the connection between performance & recognition, motivating employees to consistently excel.

'Trust' is the nucleus of the whole Performance Management cycle. All the layers of communication, performance acceleration, improvement pathing, and collaboration throughout the Performance Management theme work around trust. The Trust permutations and combinations between the Employee, the Management, the HR Teams, and the overall Organisation are all at play throughout the cycle entailing the operational processes of Objective Setting, Interim Reviews and the ultimate Annual Appraisals. If all PM parties can prioritise their intentions about building and sustaining trust during the Performance cycle, everything will work out just like we want it to be. Else, it all will add up to nothing more than just another bunch of processes!