What is your view on the best approach to performance management?

There’s something broken in our process. Everyone is working hard, but our employees complain that the annual feedback they receive does not reflect the work they are doing. We can’t figure out which “expert” to follow to improve things. What method of performance management do you recommend, and how frequently should feedback be provided? Answer: You should provide feedback as frequently as is reasonably possible, and the methods of performance management you choose should be whatever forms your employees will be most receptive to. But before deciding which approach to performance management might be best for your organization, I suggest you review the principle and practice at work. First, the principle: At the core of performance management is a communications relationship between the leader and his or her team that helps the organization achieve its aims. Second, the practice: An effective performance management system must assess the strength of the communications relationship occurring by answering six questions related to role clarity, critical knowledge, defined processes, calculated capacity, relevant measures and performance feedback. 1. Role clarity: Can employees describe their jobs? Leaders help employees make sense of how their respective roles fit into the organization. Provide each employee with a clear job description, which will ensure that employees understand both the expectations and primary functions of their jobs and the key relationships they are expected to maintain and strengthen with other members of the organization, such as customers, suppliers, etc. Strengthen performance management by having employees review their job descriptions annually and update them with the boss and human resources. 2. Critical knowledge: Do employees understand and have access to what they’re expected to know? In organizations both large and small, I often find a gap between what leaders expect their followers to know and what followers believe they are supposed to know. Employees who are missing information don’t have a clear idea of where to turn to get what they need. These communication and training gaps fall on the leader’s shoulders. Consider constructing a knowledge map and re-evaluate your current on-boarding plan.