EmployeeÂ Performance Reviews and Engagement Surveys. Both are traditionally implementedÂ withÂ the over-arching corporate goals toÂ improve employee productivityÂ and drive positive change that impacts the bottom line. We have all been through both HR-ledÂ programs, either delivering them or receiving them, in one form or another. But are they truly two different programs and conversations?
To understand the difference between the two, you first need to look at the methods and tools that are used to deploy them in today’s workplace. First, they are typically deployed as separate programs. They haveÂ differentÂ scoring results, objectives and generateÂ specific conversations and calls-to-action between HRÂ and management. Performance reviews in particular are typically point-in-time programs that focus on beginning and end-of-year perspectives, failing to consider continuously changing employee dynamics.Â As far as engagement surveys and sporadic pulsing programs go, they are often viewed as aÂ corporate nuisance, yielding more work and little value to the employee. Ultimately, they both failÂ to capture how employees are feeling or performingÂ on a regular basis — in between reviews and results.
An employee’s job outlook or perspective can change in 24 hours. ItÂ DOESÂ change in 24 hours. In fact, while you are reading this blog, you have employee engagement and performance perspectives that areÂ changing due to new leadership, role changes, relocations, mergers, acquisitions…or even personal issues. That is why managers need to establish a framework for week-to-week manager and employee cadence discussions centered on performance and engagement issues – together.
It is only through regular cadence discussions that you canÂ truly stay on top of key indicators that reveal upward or downward movement in performance and engagement trends. Those key indicators need to be objective and measurable to ensure progress and accountability. As a manager, how long should you wait to measure and discuss your employee’s performance and engagement levels? The answer is you shouldn’t wait. Your employees certainly won’t.
In fact, six in 10 millennials say theyâre looking for new employment opportunities, according to a recent Gallup poll. The cost of that turnover is estimated to top $30 billion each year and for those who have already quit, 50% attribute their decision to a poorÂ manager relationship.
By establishing a framework that enables performance and engagement feedback to be shared on a regular basis, managersÂ can continuouslyÂ stay on top of employee productivity and happiness levels. At the same time, they are building the authentic and aligned manager-employee relationship sought after by so many of today’s star performers.
The result? An employee base that knows where they stand and is motivated by a process that demonstrates a genuine care for their opinions and career growth. Not just their scores and results. Ultimately, employees become more productiveÂ since they are aligned with priorities and satisfied with the tools, resources and development they receive to be successful in their role.