Thirty posts in, the same argument keeps coming back: performance management works when it is continuous and aimed at development, and stops working when it is an annual exercise aimed at compliance. This last post is about what we built on top of that argument.
The problems we kept hearing about
Six of them, in roughly this order. Systems that do not talk to each other, so the same person exists three times in three tools. Managers who are asked for more than the hours in their week. Data nobody can read. Worries about fairness that nobody can check. Employees who have quietly disengaged. And a process that exists to be completed rather than to be useful.
Three principles
Continuous rather than annual, because a conversation six months late is a record, not feedback. Development rather than evaluation, because the score is the least interesting part of a review. And data rather than gut feel, which mostly means making it easy to check what you believe.
What that turns into: goal management, continuous feedback, tools for 1:1s, performance reviews, recognition, competency management, analytics, and the integrations that keep all of it out of a separate tab nobody opens.
Where we are
TalentRewards is a young product, built in Bergamo by a small team, and we would rather show it than describe it. If you run performance reviews today with spreadsheets and good intentions, that is exactly the situation it was designed for.
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