What Is the Secret Behind a Successful Performance Management Cycle?

performance management

When you have a performance management cycle in place, top-down development plans and once-a-year per­for­mance appraisals are a thing of the past. 

That’s because many businesses now use a performance management cycle as a central part of their performance management strategy. 

The benefits of this four-phase process are numerous. In this article, we break down how a performance management cycle works and how you can use it to drive organizational success starting today.

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What is a Performance Management Cycle?

A performance management cycle is a continuous improvement process for planning, checking, and measuring employee performance. It works in a way that aligns the goals of each employee with those of the organization. 

During the cycle, a manager works with each employee to:

  • Set goals
  • Explore how the employee can achieve the goals
  • Provide the resources and support to put the goals into action
  • Review and reward performance against the goals

Taken together, this allows a performance management cycle to function as a holistic process and to deliver top results from employees. 

Why Should You Consider Using a Performance Management Cycle?

Simply put, performance management cycles improve a company’s overall success. 

These work in two unique ways: 

  • They help boost engagement by enabling employees to reach their potential and have greater involvement in their professional development.
  • They help increase productivity by aligning the work goals of each employee with the strategic goals of the organization. 

Close collaboration between employee and manager, plenty of feedback, opportunities for growth, and recognition for good work are attributes of performance management cycles. And, all are shown to have a positive impact on employee engagement.

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The Four Phases of a Performance Management Cycle

Although there are plenty of variations to the process, most companies use a performance management cycle consisting of four distinct phases. 

These steps may have different names, but they generally follow the same logic flow of phases:

  • Planning
  • Monitoring
  • Reviewing
  • Rewarding 

Let’s dive into each one of these separately.

Phase 1 – Planning

Let’s consider planning as an overarching concept. That’s because this phase actually has several distinct steps:

  • Organizational goal setting
  • Employee goal setting
  • Creating a development plan
  • Job description review

Performance Management Cycle: Overall Guiding Goals

First and foremost, the organizational leadership team needs to establish the goals and objectives for the organization for the period covering a performance management cycle. This usually involves a year or half-year. 

This is an absolutely crucial step. That’s because all team and employee goals are then tied to this, on top of adding an overall vision and goal to the timeframe ahead. 

It is this alignment that enables companies to perform at their best. To use an analogy, a boat moves fastest when all the rowers are pulling in the same direction.

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Having SMART Goals

Next, the employee and manager work together to set the employee’s individual performance goals for the period. Most businesses follow the SMART goal-setting framework (specific, measurable, achievable, realistic, timely) to do this. 

Goals should allow employees to improve existing skills and develop new ones. Remember that the company’s objectives are feeding into this process, so every goal should clearly demonstrate how it is contributing to at least one of these objectives.

Personal Development a Priority

Now that the goals are established, the employee and manager can create a personal development plan for the period. This includes skills, knowledge, and behaviors an employee needs to grow in order to be able to achieve the overall goals.

If, for example, one goal is to create a detailed analysis of sales performance for the previous year, the employee may need training in an analytical tool. 

Or, if a goal is to improve communication gaps between the employee and another stakeholder, the employee may need to commit to ways to do this.

A development plan also includes plans for future growth. Of course, this also needs to take into account the employee’s own career goals.

Role Review

Now that the goals are established, the employee and manager can create a personal development plan for the period. This includes skills, knowledge, and behaviors an employee needs to grow in order to be able to achieve the overall goals.

Phase 2 – Monitoring

Some businesses prefer to call this phase “Acting” or “Performing.” That is because it is essentially the period in which employees are actively working on their goals as part of their day-to-day tasks. 

During this phase of the performance management cycle, an employee also takes on some kind of training. Or, they undergo other parts of the development plan for the period.

Part of the manager’s role, then, is to ensure that support and resources are available. This is to enable the employee to carry out the work according to the plan.

An equally important management responsibility here is to do regular check-ins with the employee – ideally monthly — to monitor progress. 

This isn’t micromanaging but ensuring that the goal can be achieved within the targeted time frame. In addition, identifying potential problems before it is too late.  

What Should You Cover During A Progress Check-In?

Topics to cover during a progress check-in include:

  • Accomplishments to date
  • If progress is still on track to achieve defined goals
  • Roadblocks to achieving said goals
  • Changes that might require a goal to be revised
  • Support required from a manager or others
  • Employee’s performance since the last check-in

What’s The Key To Employee Motivation?

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Phase 3 – Reviewing

Reviewing is usually done once or twice a year. 

Whereas monitoring consists of short, focused check-in meetings on goal progression, reviewing takes a step back and measures progress on the employee’s overall development plan for the period. 

It looks not just at the status of the goals in the plan, but also at overall performance, key learnings, and career development.  

A key part of a review is performance assessment and feedback. In addition to a self-assessment, employees may want to consider doing a 360° feedback process, which includes input from their peers and manager.

This collective feedback provides the basis for a constructive review, which should be a two-way discussion. The employee should evaluate his or her own performance as well as give and receive feedback on the team and the manager. 

Some common discussion questions for a review are:

  • Were the goals achieved? If not, why?
  • How well did the employee perform the tasks?
  • What should be done differently / the same going forward?
  • Did the employee get the support or resources needed to achieve the goals?

The review is also the time to talk about the employee’s future development opportunities. It is not simply a critique of what happened, but what was accomplished, what challenges occurred, and what the roadmap should be for the future. 

Phase 4 – Rewarding

Good work should be recognized. That’s what this step is about. 

It’s important to tie rewards directly to performance, ideally within the period of the performance management cycle. That’s because employee motivation turns heavily on being rewarded. 

One global study found that engagement jumps over 40% when employees are recognized for their work. If companies want to establish performance management cycles as part of their strategy successfully, this final step has to be there, and recognition needs to be meaningful.

What Are Common Ways To Reward Employees?

The most common ways to reward an employee include:

  • Salary increases
  • Bonuses
  • Public recognition (e.g., awards, privileges)
  • Extra vacation time
  • Being able to take part in a special program or project
  • Promotions

Ensuring Performance Management Cycle Success

Setting up the process for performance management cycles at your company is a huge effort. So, you want to make sure it’s effective. 

After all, this system is intended to drive positive results across the entire organization. So keep these best practices in mind:

  • Managers need to devote adequate time. No doubt about it: all the planning, check-ins, reviews, etc. is time-consuming. This is not a box-ticking exercise. Support for this process has to start at the top. This way, managers are allowed space and time to work with employees on each phase in a meaningful way. 
  • Make coaching an integral part. Throughout all phases of the performance management cycle, managers should also see themselves as coaches. Yes, managers set expectations (goals) and appraise the results, but one of the reasons this process is so effective is that it encourages employees to take ownership of their roles and grow in them, too. It also helps build trust between the two. Managers enable this by supporting employees, not judging them.
  • Understand this is a never-ending process. A cycle, like a circle, has no beginning or end. So, although it has phases, it’s never time to call it “finished”. This maybe requires a mindset shift. With proper management, though, performance management cycles build a culture of constant improvement, where problems are seen as opportunities.

Performance Management Cycles For Strategic HR

When performance management is done well, each new cycle should become more effective by relying on learnings from the ones before it. 

Employees improve their competencies, managers get better at managing, and the company grows successfully.

Better Feedback,
Better Performance

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