How to Move Away From Ratings & Drive a Feedback-Based Approach in an Appraisal Process

Large companies continue to favor a more agile feedback approach to employee performance appraisal via Continuous Performance Management (CPM), reports HR Technologist . The switch should be looked on as a transition program with attendant buy-in, communications, plan, and support. Factors to consider include the value to employees, who should be included in discussions about CPM's ability to support more agile ways of working, build a coaching culture, improve career development, enhance performance, or boost engagement. Another consideration is strategic alignment, with employers guaranteeing that this is clearly written into their People Plan, with appropriate resourcing and budgeting. A formalized action plan based on feedback and quarterly reviews demonstrates commitment to participants, and ensures the feedback is revisited and discussed often, helping bake it into the organization's culture. The program should begin at a modest scale, via pilots in key business areas to learn what works within the organization and what support is needed for successful transition. Employers also should identify key stakeholders to be "Champions" to promote CPM as a management tool, embed feedback as an everyday element, nurture an open feedback culture, and train managers properly. Technology can expedite the transition by adding robustness and safe channels for honest feedback, accurate information in real time, and solutions tailored to business needs.