PERFORMANCE MANAGEMENT CONTINUES TO EVOLVE IN MOBILE WORKFORCE

Employers must make sure their performance management strategies can accommodate increasingly mobile employees.

Today, businesses are considering a few changes to the traditional performance management process, including providing ongoing feedback, eliminating ratings, distributing rewards for employee contributions, and crowd sourcing feedback, Annette Wellinghoff, vice president of human capital management transformation and thought leadership at Oracle, said Aug. 2.

These changes are happening because the definition of a high-performing employee is evolving, Wellinghoff said. Employees are now evaluated based not only on how well they do their own jobs, but also how they contribute to the enterprise’s success as a whole, she said.

As employees change jobs in an organization or move from company to company, leaders must find ways to quickly establish relationships with them and increase trust, and there must be more emphasis on the integration of performance conversations and personal development, Wellinghoff said.

Wellinghoff spoke at a webinar sponsored by WorldatWork, a nonprofit HR association.

For increasingly mobile employees, performance management should start at the onboarding process, Bettina Deynes, vice president of HR and diversity at the Society for Human Resource Management, told Bloomberg BNA Aug. 2.

New employees should learn how their performance is aligned with the company's strategic plan, and the company should set measurable expectations for them, she said.

It used to be that once a year there was a formal meeting where employees would receive feedback on their performance. Now, Deynes said, performance management starts the moment employees are hired so they know expectations and opportunities from the beginning.

These early stages of performance management should include recommendations on what kind of career development or training would most benefit the employee. Deynes said helping employees with their professional development from the outset can make the organization more attractive and decrease the likelihood of employees moving on to greener pastures.

The last piece of this new performance management process is following up with succession planning and promotions for an individual who has performed well. “This is how you sell it to this generation” when part of the challenge is making sure workers are attracted to the company and plan on staying, she said.

This system also provides the necessary interactions for supervisors to effectively assess an employee’s performance, Deynes added.

Bloomberg BNA’s  HR Decision Support Network is your one-stop resource for reliable guidance and analysis in every area of employment-law compliance and HR management. Start your  free trial  today!