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HR Teams Can Champion a New Approach to Performance Management

By bwmarketing
February 2, 2016
2 minute read
HR Teams Can Champion a New Approach to Performance Management

The way enterprises look at performance reviews is changing, and it makes sense, too. For one, millennials are now the largest generation in the workforce. In fact, Pew used data from the U.S. Census Bureau to prove more than one-in-three American workers today are between the ages of 18 and 34. Millennials have been shaping the workplace since the first graduating class of this generation took their first positions, and a new look at how performance and goals are measured is a result of their drastically different perspective.

Technology has also paved the way for change. With a more digitally connected workforce that has diverse talents and greater access to new opportunities, companies have to take extra steps to ensure their feedback models actually motivate and retain workers. Finally, major enterprises like Accenture, GM and Adobe have all completely revamped their performance management systems, which means both leaders and workers are aware there is a better way to do things.

“Companies have to take extra steps to ensure their feedback models actual motivate and retain workers.”

HR Teams Spearhead Change

Changing the way an organization approaches performance management is an all-hands-in effort. Enterprise leaders have to weigh in with company goals and mission, while managers need to share their existing pain points and, perhaps most important, employees need the opportunity to share their ideas of how performance management structures could better serve them.

However, it is essential that HR plays an active role spearheading change. Business Insider shared the example of IBM, a company that recently revamped its performance management structure and let employees take the lead determining the new system. In order to create an environment where employees could share their feedback and help the organization change for the better, IBM’s HR team had to play an active role. Not only were these executives objective facilitators, they conducted online polls and asked for open, honest feedback on the company’s internal employee social media site. By inviting employee participation in the restructuring process, IBM’s HR team was able to garner 2,000 comments.

Companies considering a change in the way they view goals and performance should get everyone involved. To be most successful, HR teams should lead the way encouraging open discussion and turning ideas into reality.