Our Tandem | beqom

Reimagining performance and rewards

feedback that inspires

Blog

What's new

Close
News - 23.09.2022

Posted by adam.mcelligott

News - 23.09.2022

How to Move from Performance Management to Performance Enablement in 5 Easy Steps

How You Can Move from Performance Management to Performance Enablement

Adapting to a post-pandemic way of working means HR and performance management have had to focus on introducing human-centred practices in relation to providing feedback and gaining performance insights. Human-centred practices involve regularly checking in with your people, devoting resources to growth and personal development and rethinking reward strategies. At Our Tandem, we enable organisations to put their people first by focusing on feedback, coaching and career development. That’s why we developed a bulletproof list of ways you can move towards a performance enablement mindset for your organisation.

  1. Realtime crowdsourced feedback

The concept of crowdsourced feedback is not new, peer to peer feedback has become popular and embed into many cultures. The key is to move it beyond positive praise only feedback to feedback that drives employee development. The real secret sauce is not in giving feedback, but in getting your culture comfortable with requesting it. Don’t underestimate the challenge, it’s much harder to request feedback than give it, it shows vulnerability, and most people don’t know where to start. That’s why we’ve put together coaching tips to help people get started on their journey. Turning it into a regular habit is your next challenge, clear nudging strategies to make sure it’s frequent and not sporadic or not focused solely on review time is key.

 

  1. Toolkits for Check Ins

One of the most dramatic changes in the last 2 years for the working world is that the barrier between work and life has blurred. On the upside, we see more of our whole selves come to work, less persona, more authentic. Here’s the challenge, with the whole self in the workplace, whole self-issues come clearly to life. Managers are no longer dealing with just goals and performance but are now, more than ever, faced with the real-world challenge of whole self-issues, such as work/life balance, flexibility, even mental health, and they are not prepared for many of these discussions that focus on the human behind the work.

It’s our role to get them ready for those and any other conversations. Coaching has never been a more needed skill, but we know that many of our managers aren’t born coaches. Training programmes can be difficult to roll out and don’t always deliver the long-term benefits. The key is to coach them before they take their next action, in the moment it’s most relevant. Coaching tips before you send feedback, attend your next check in, conduct your next performance review is the most efficient and effective means of embedding the new habits, all easily deployed through technology. Again, and almost ironically technology is delivering us more means of connecting and being human centric at the core.

 

  1. Performance Check ins

One of the things we hear time and time again from new clients is their desire to have a high performing culture, have their leaders have regular performance conversations with their people but wanting to avoid the cumbersome nature of the classic performance review. Thankfully there is a new solution that enables a great performance conversation but avoids the heaviness of the classic review. It forms its centre in the teachings of David Ulrich who comments that the days of the old performance review with heavy and uninspiring ratings may be gone but there is still a place for manager and employee discussing where they stand, being held to account for performance but in the most positive way. Performance check ins are a great solution for those who want that mid-way house between review and general check in but need accountability at the centre.

 

  1. Clear Measures of the How

Many organisations have brought their values and competencies to life in the performance review process. However, the age-old problem continued to exist, how you subjectively rate the how without reducing the discussion to subjective perceptions of an employee’s behaviour. New data points and means of assessing the how have emerged.

Based on a more structured approach, we can look at data patterns to understand both the perceptions of that individual and the realities too. What’s key is that the ownership over that data sits with the employee, they should understand how the data is formulating, who’s involved and how it can impact their self-awareness. Ideally the data should be presented in the most positive light with a focus on strengths that can be amplified and areas that can be focused on growth.

 

  1. Performance Review Enablement

And so, the debate rages on – to review or not to review. There is still a real place for a defined moment of time where manager and employee reflect on what’s gone well and not so well and what it might mean for that individual’s growth. The conversation still exists in most organisations, but it’s moved on considerably. No longer is the centre about the salary and bonus discussion but more oriented on the growth and untapped potential of that individual. Reviews are still a staple in most organisations but how they present and are run are very different. Coupled with that difference are the calibration processes that goes with them. Being replaced by people days we now have a solid basis to find opportunities to unlock the potential and accelerate performance, not just for the elite but for the wider organisation.

_

Do you want to join some of the world’s best performing companies in availing of a HR platform that not only improves performance and engagement but also empowers your employees? If so,  book a free demo with one of our performance management experts today to see how Our Tandem can benefit your team and transform your performance management.

Get Inspired!

Book a Demo