Regular coaching and feedback is now an essential element of an effective performance culture; if organisations fail at creating an environment based on trust, accountability, feedback and strong personal relationships, then new Performance Management processes will not have any significant impact on the improvement of performance.The mind-set of managers needs to be focused on creating this effective, continuous, high performance environment and be committed to a regular, quarterly (at minimum), ‘check-in’ with their direct reports. The ability to give good, constructive feedback is a rare skill, and to embed this into management culture may require a significant investment in Leadership Development at all levels. The behaviours of a successful leader in a modern performance culture need to be instilled early in the development lifecycle, not added on at executive level, so the most senior leaders are demonstrating all the behaviours necessary. (For more information, see our first report about Leadership Development).
For 93% of our participants, managers are consistently instructed and trained to provide employees with open and constructive feedback on their performance, on an on-going basis (see table above).
The expectations placed on managers are clearly set out at one Top Employer - a European pharmaceutical business - and they are to “...discover and develop the potential in people”. The three steps involved are:
1. Invest time to know people and what they want to do
2. Conduct career discussions supported by regular coaching, feedback and encouragement
3. Identify opportunities for development including stretch assignments
They see Performance Management, and career development, as ‘a process of continuous dialogue designed to develop people, reward performance and maximise business results’. Employees are encouraged to own their personal development and to build careers by identifying and pursuing personal goals and priorities, seeking candid feedback and implementing their own development plans. Tools are available to help them also identify their strengths, interests, values, competencies and self-awareness so that their focus can then be on the critical development actions that will help make the biggest difference to their career advancement. All of this is communicated and supported through an engaging, thorough and multi-faceted intranet, which in turn helps foster a culture of on-going dialogue and feedback.
Four key trends
‘On-going coaching and feedback’ is one of the four key trends we have identified in our Performance Management report. These four Key Trends are shaping the future of Performance Management, influencing the approach of many global businesses.
Each trend underlines a growing move towards performance being seen as an on-going process of learning and improvement rather than an annual assessment of an individual’s contribution and progress.
Download the full Performance Management report to learn all about the current trends and how organisations deal with these trends in their business processes.
