What do you do if your high performers are not being recognized and rewarded through performance evaluations?

This looks like an oxymoron. High performers not being recognized through performance evaluations? Then, what is the purpose of the performance evaluation process? Is the actual culture (once more) eating strategy at breakfast? The company should reassess the performance recognition system by looking at strategy, interviewing senior and junior roles, running a comprehensive data analysis of what good performance has been in the past (so that can try to predict the future). So, redesign the entire system on these basis, pilot it and communicate it very well. I think that looking at data to try to predict performance success should be a key element in the review.

I believe there’s logic in the answers however consider other aspects of performance. Are they high achievers but not team players? Is there toxic traits being exhibited by the high performer? Simon Sinek articulated this well with his Navy Seal presentation I encourage any leader to watch.

If your high performers are not being recognized and rewarded through performance evaluations, it's important to address this issue to ensure that they feel valued and motivated to continue delivering exceptional results. Here are some steps you can take: Review Your Evaluation Process: Start by reviewing your performance evaluation process to identify any shortcomings or biases that may be contributing to the lack of recognition for high performers. Ensure that your evaluation criteria are clear, objective, and aligned with the organization's goals and values. Provide Feedback: Offer timely and specific feedback to your high performers throughout the evaluation period.

Evaluate the current performance evaluation process to ensure it is fair and unbiased. Review criteria and metrics used for evaluations to ensure they accurately reflect individual contributions and achievements. Consider implementing anonymous surveys or feedback mechanisms to gauge employees' perceptions of fairness in the evaluation process.

Você precisa entender o que motiva eles, dentro disso buscar as recompensas. Se eles est?o entregando resultados mostre isso com dados para conseguir premiar a equipe.

Ou?a os profissionais de alto desempenho para entender suas necessidades e expectativas em termos de reconhecimento e recompensa, e fa?a ajustes conforme necessário.

Setting the path for high performers helps them stay engaged and stay in the company. Determining and managing those expectations will help align discussions, reviews and efforts toward helping individuals meet their goals within the company.

Initiate open and honest conversations with high performers to understand their perspectives and concerns regarding the lack of recognition. Encourage them to share specific examples of their contributions and accomplishments that may not have been adequately acknowledged. Listen attentively and empathetically to their feedback and validate their feelings of frustration or disappointment.

Advocate for changes to the performance evaluation process within your organization, highlighting the importance of recognizing and rewarding high performers. Present data and evidence supporting the impact of recognition on employee engagement, retention, and productivity. Collaborate with HR and senior leadership to implement revisions to the evaluation system that prioritize fairness and recognition of excellence.

I'd address the situation immediately. First, I'd reassess the evaluation criteria to ensure they align with the organization's goals and values. Then, I'd provide clear feedback to managers on the importance of recognizing and rewarding high performers, making sure they have access to a system to track and highlight their contributions. Among other things, I'd also encourage peer recognition, and ensure there are opportunities for high performers to showcase their skills by offering them the participation to high-profile projects to acknowledge their contributions. Promoting a culture of appreciation and fairness is essential for retaining top talent and maintaining high morale, performance, and overall #team success??

Valorize os profissionais de alto desempenho publicamente, seja por meio de reuni?es de equipe, boletins informativos da empresa, ou redes sociais internas, demonstrando reconhecimento e aprecia??o por seu trabalho.

Explore alternative forms of recognition beyond traditional performance evaluations, such as spot bonuses, awards, public commendations, or opportunities for career advancement. Encourage peer-to-peer recognition programs where employees can nominate and celebrate the achievements of their colleagues. Implement a system for ongoing feedback and praise that acknowledges contributions in real-time rather than relying solely on annual evaluations.

I'd emphasize that alternative recognition methods are crucial in maintaining employee motivation and engagement. These strategies not only validate high performers' efforts but also foster a positive work culture. Additionally, offering professional development opportunities not only rewards the individual but also benefits the organization by enhancing employee skills and capabilities.

Establish a feedback loop where high performers receive regular feedback on their performance from supervisors and peers. Encourage managers to provide timely and specific feedback that acknowledges accomplishments and identifies areas for growth. Empower employees to request feedback and express their preferences for recognition and rewards.

Pair high performers with mentors who can provide guidance, support, and advocacy for their professional development. Mentorship programs can help high performers navigate organizational dynamics, showcase their talents, and identify opportunities for advancement. Encourage mentors to advocate on behalf of their mentees and highlight their achievements to senior leadership.

Aligning talent against a strong mentorship program helps with building goodness and capability in the company. Helping high performers hit that next level is essential to keeping knowledge in the company and much cheaper than looking outside for filling higher level positions.

Mentorship programs are indeed a powerful tool for recognizing and developing high performers. They not only facilitate knowledge transfer but also foster a culture of growth and learning. Moreover, they can help high performers to develop critical leadership skills and prepare for future roles. It's also important to note that such programs can boost employee engagement and retention, as they show that the organization values its employees and is invested in their professional development.

If you see a conflict like this, I like to consider what I could be missing. And this starts with conversations with the manager and high performing employee(s). Solutions depend on the outcome of the conversation. For future years, consider having more upfront coaching through the talent process from goal setting through assessments. And then consider the tools that help to ensure effectiveness. A tool like Performance calibration sessions can be a great tool to ensure consistent and objective assessments.

Una de las cosas más importantes es conocer al equipo. Analizar el método de evaluación de desempe?o, para que el mismo sea justo con los integrantes y nos pueda dar la información cualitativa y cuantitativa para definir paramentos. Tener una comunicación abierta de confianza y fluida, para poder entender y dar feedback apropiado. ?? Cuando el desempe?o es bueno hay que felicitar y premiar que así sea, cuando no esté en la performance, ayudar y apoyar para que el nivel sea el deseado, proponiendo, siendo empáticos y receptivos.

The key here will be properly to understand why their high performers are not being adequately recognised and rewarded. There might be a particular facet of their performance that is lacking, which they can then be told to address. This is often the issue. However, if there is no proper or rational reason for the lack of progress, this is where the leader must be assertive and advocate for their team: it will only increase the esteem in which their team holds them if they do so.

Evaluate the organizational culture and values to ensure they align with recognizing and rewarding high performance. Address any systemic barriers or biases that may be hindering equitable recognition and advancement opportunities. Monitor the effectiveness of interventions and adjustments to the performance evaluation process, seeking ongoing feedback from employees to inform future improvements.

Introduce a peer recognition program where team members can nominate each other for exceptional contributions. For example, colleagues could submit nominations highlighting instances where a high performer went above and beyond in their role. This encourages a culture of appreciation and ensures that outstanding efforts don't go unnoticed. Peer recognition adds a valuable layer of validation to performance evaluations, supplementing formal assessments with real-time feedback from those who work closely with the high performers.