A recent BetterWorks survey found 99 percent of HR executives said they were ready to change some or all of their performance management processes. And increasingly, these leaders have turned toward continuous performance management as a way to modernize their processes.
As a method, CPM stresses ongoing feedback and dialogue between managers and employees, as well as a focus on goal setting and performance metrics. It's increasingly produced results for corporate adopters, who can enhance workforce engagement (and consequently, productivity) by pursuing a CPM strategy. However, despite the draws to continuous performance management, it can be difficult to make the switch. After all, overhauling a system of annual reviews to CPM may prove to be a more weighty task than an organization had considered. That's why it's crucial to have support from your people in making CPM a reality. Here are some tips to igniting buy-in, from the C-suite on down:
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Have a vision and share it
Since goals and objectives are a big part of continuous performance management, it makes sense to address them when communicating a CPM strategy. Stakeholders working on such initiatives should highlight the benefits of a CPM strategy and craft a vision for implementation. By contextualizing CPM in the themes of engagement, collaboration, productivity and efficiency, those driving the CPM change can win over the hearts and minds of employees and others who may have been skeptical. Including them in your vision is key to ensuring there is total support for CPM.
This technique is also important for gaining buy-in from executives and other leaders. Filling them in on the big picture at work behind CPM can help them appreciate the business-wide benefits and goals that may motivate them to join the CPM tide.
Walk the CPM walk
When HR professionals take employees through continuous performance management, they have regular check-ins and discussions. Those in charge of instilling CPM strategies in the first place have to follow the exact same path, and have an ongoing conversation open with stakeholders on implementation. Change won't happen overnight, and in many cases, professionals will have to steer CPM until it settles in. One way to ensure a smooth course is to embody CPM's focus on constant communication on progress. Maintaining a transparent operation helps make the transition easier for everyone.
Nurture CPM advocates
Regardless of how well organized and executed a CPM strategy and rollout may be, there's still the chance you'll encounter pockets of resistance. This is only natural, and when faced with opposition, you'll need to deploy your forces in support of CPM to help win over others. This doesn't mean there's supposed to be conflict, but it's hugely valuable to have a team of CPM advocates like yourself to help explain continuous performance management, how it will affect that individual and what the benefits are. Communication and engagement go a long way, so be sure to instill those ideals in your CPM advocates.
Another consideration for generating buy-in for CPM is ensuring everyone involved has the necessary tools make it possible, as well as training on those solutions. Without an IT infrastructure of support, CPM rollouts may face obstacles. Talk to BetterWorks today about our CPM software to learn more about how it can be used and leveraged in transitions.