We all want our employees to have frequent conversations with their line manager to help them do something better tomorrow than they are doing today. This is a worthy intention and one that benefits both the individual and the company. This is probably the basis from which you created your performance management process.

So why does performance management, in most companies, end up becoming inefficient and irrelevant?

The standard performance management process doesn’t trust managers and employees, so how can it be of value to them? Look at the requirement for mandatory annual/bi-annual performance conversations, the assignment of labels (who doesn’t love being labelled as “meets expectations”!?), lots of patronising explanatory notes, and the dreaded, forced distribution curve (because who doesn’t love a rating to go alongside that label…?)

No wonder employees don’t like this process, and purchasing an online performance management system will only make an irrelevant process more efficient rather than solving the real problem.

How about we throw away the old rule book and create a process that isn’t flawed from the beginning? How about taking some end users and asking how the current performance management process adds value? Use the Six Sigma technique of asking “Why?” five times in order to get to the root cause of why your performance process isn’t delivering the results you need. Ever considered what would happen if you had NO process for performance management?

Great HR is not a one-size fits all offering. It should be creative, agile and reflective of the messy human beings that we are.