A performance management system tracks the performance of employees in a manner that is consistent and measurable. The system relies on a combination of technologies and methodologies to ensure people across the organization are aligned with – and contributing to – the strategic objectives of the business.
The system is collaborative, with managers and employees working together to set expectations, identify employee goals, define performance measurement, share employee performance reviews and appraisals, and provide feedback.
When properly defined and consistently applied, a performance management system increases overall workforce productivity. Employees are more invested in their work and turnover is minimized while revenue per employee is maximized.
What are the key elements of a performance management system
Performance management software can be implemented on premise, in the cloud, or within a hybrid environment.A cloud platform or HR cloud provides a range of benefits including larger data storage capacities, stronger security, and easier integration with complementary applications, such as learning and development, compensation, and other people-centric systems.
A performance management system relies on three key processes:
- Plan and act with goal management
Align employee performance to the objectives of the organization.
Assign work that is meaningful and fulfilling to increase employee engagement.
Quickly adapt goals when business priorities shift.
- Monitor with continuous performance management
Monitor the goals of each employee to ensure ongoing alignment with organizational goals.
Provide feedback and guidance to improve performance.
Recognize good results as they happen.
- Evaluate and recognize through performance assessments
Assess performance consistently and accurately.
Recognize and reward strong performers.
Use data-driven insights from the system to quantify the value your workforce delivers to the business.
The evolution of performance management systems
Businesses have been managing the performance of individuals for centuries. But one of the first formalized models was introduced during the First and Second World Wars when the military needed to understand the strengths and capabilities of each member to inform battle strategies.
By mid-century, performance appraisals were being used by businesses to grade the performance of individual workers and to assign rewards.
In the 1960s, the focus began to shift to employee development, where discussions were held between an employee and their manager to review performance and – where warranted – to institute teaching and training to help the employee improve and/or advance in their career.
In the intervening years, some aspects of traditional performance management software have evolved due to better technology, such as cloud computing, improvements in user interfaces, and artificial intelligence (AI) and machine learning. However, most systems continue to emphasize employee evaluation and reward on a quarterly or annual basis.
While recognition remains an important aspect of performance management, businesses are moving to a more holistic approach, one that provides ongoing feedback and guidance for employees to help them achieve their goals.
Who uses performance management software?
Any company with an employee base – regardless of industry or size – will benefit from a performance management system.
Although every employee will interact with the system at some stage, the power user is the team leader or manager with direct reports.
- Employees work with their managers to define employee goals. They build their individual employee performance reviews within the system, and participate in 360-degree review cycles if this model is in use.
- HR professionals define the HR processes and systems that support the performance management cycle. They work with managers and employees to ensure processes are fair and that each stage is carried out in a timely manner.
- Managers are the power users of the system and must ensure every employee actively participates in the process. Managers are also ultimately responsible for the performance of their team(s).
Why is a performance management system important?
Along with increased workforce productivity, higher employee engagement, lower turnover, and maximized revenue per employee, a performance management system that is properly integrated with adjacent business systems can provide valuable insights that will inform broader human capital management decisions.
For example, a performance management system stores and quantifies data from employee/manager interactions including individual career aspirations, appropriate skill sets, and overall fit for succession planning. With these insights, learning and development funding can be invested in a manner that best supports the needs of the business and the employee.
Performance management software provides an accurate and real-time view of the workforce that aids in people planning and strategy.
What are performance management best practices?
Consistency and transparency are key to optimizing the performance management process. The cycle of goal management, continuous performance management, and assessment are ongoing. Once the cycle is complete, existing and new goals are identified and the cycle begins again.
Best practices also include the provision of ongoing, interactive feedback throughout the year versus only during the performance assessment stage. Performance conversations should be relaxed and open. Employees and managers must take the time to sharpen these skills if they wish to improve their interactions.
To ensure a consistent methodology is applied to assessments for workers within similar roles across the company, a calibration process should be implemented.
Performance management advances and trends
Continuous performance management
Organizations are shifting from traditional performance management to a continuous performance management (CPM) model. The CPM process is less formal with employees and managers engaging more frequently. Regularly scheduled one-on-one discussions and ongoing feedback help workers stay on track. For managers, a CPM strategy makes it easier to track an employee’s work achievements and weaknesses by addressing issues when they occur. Goals can be adjusted as corporate objectives change for an agile and responsive work model. Employees receive more timely feedback versus waiting every 6 to 12 months for a formal meeting that may overlook achievements that occurred earlier in the performance period. The CPM model also eliminates surprises and expedites improvement cycles.
Deskless and field workers
Deskless workers, also known as field workers, are employees who complete tasks away from a desk or a company’s headquarters and have inconsistent access to internal systems and communication channels, unlike remote workers who retain access to these systems while working from home. Examples include people who work within the hospitality sector, natural resources, manufacturing, and healthcare. Given the nature of their work, Deskless workers often don’t easily fit into existing systems. Organizations must ensure their performance management systems are able to effectively support this important segment of the workforce.
Transition to Dynamic Teams: Changes in Team Structure
Today’s operations management systems must be agile enough to adapt to business needs, including team changes. The traditional agile team model is shifting towards a more dynamic approach where teams are more fluid, flexible, and self-managing.
Traditional Team vs. Agile Team vs. Dynamic Team
Team Leaders: In traditional team models, leadership is often chosen by the line manager. Workflows tend to be predictable, with clear processes and “right or wrong” ways of working. Members often have the same title and expertise, and roles are fixed.
Agile Teams: In contrast, Agile teams are led by a leader (such as a Scrum Master) and follow Agile processes. Work is unpredictable, and goals and priorities are constantly changing. Agile teams often use daily meetings and breaks to encourage rapid change and iteration. The model is more flexible than traditional groups but still retains some of the previous roles.
Dynamic Teams: Dynamic teams take adaptability to the next level. These groups are typically self-managed and do not have elected leaders. The pace of the workplace is constant as new ideas are introduced, implemented, and modified. Dynamic teams are flexible and their composition can be changed according to the needs of the project. Team members are encouraged to be leaders, and the structure is finalized when the project is completed. Failure is considered an opportunity for innovation rather than a failure.
Performance Management of Dynamic Teams
Performance management in dynamic teams must move away from rigid processes. Performance management has always focused on predefined procedures and strict accountability and does not fit into a dynamic model. Instead, modern operations management should encourage continuous feedback, encourage rapid change, and adapt quickly to change. The system should focus on change, growth, and the ability to learn from failure, and allow the team to change and innovate in its approach.
Conclusion: The future of teamwork is strong
The shift from traditional working models to dynamic teams reflects the need for flexibility and efficiency in today’s business world. When companies employ strong teams, they can innovate faster, solve new problems and stay ahead of industry trends. Performance management systems should be continually adapted to support these self-managed teams, ensuring they are productive, engaged and focused on continuous improvement. By doing this, companies can unlock the full potential of their employees and stay ahead of the curve in a rapidly changing world.