Now, consider Generation Y for a moment, will they be content to wait for their annual or bi-annual review to find out how they’re doing? Probably not! 

 

Their world is a sharing world – it’s instant and on tap. They’re part of a new generation where continuous communication and collaboration is the norm. This surely begs the question; how can we align the performance management process with today’s social way of thinking and communicating? 

 

‘Social’ is already working in other HR processes; recruitment and learning for example. Is it time to add performance management to the list?

 

Social performance management fosters a supportive and collaborative work culture where your employees are primarily responsible for requesting their own feedback, not annually but daily in real-time. Feedback then becomes interactive, timely and focused.  

 

By using social HR technology, constant feedback is streamlined between manager and employee. The result…the employee becomes more engaged and the manager gets meaningful, real-time information to improve performance immediately.

 

 

Let’s take it a step further and add goals to the equation. With the accelerating speed of change in organisations and the demand for quick responses, annual goals or objectives can quickly become obsolete. Social goals, on the other hand, evolve and change in real-time.

 

Goals are worked on collaboratively across teams and the organisation as a whole. Individual performance is monitored continually and has direct relevance to results. Teams can rally around goals in an easy, open and social way. 

 

Teams stay focused on what really matters and individuals are encouraged to work towards driving the key targets that impact the business. Furthermore, employees are publicly recognised or instantly rewarded for their contribution and achievements. 

 

The result…employees know how they’re doing; they feel more motivated, focused and accountable.

 

And what about coaching – a key element of performance management? The traditional appraisal process makes the assumption that the manager is a good coach. With a social performance management process, coaching becomes collaborative, not just top down.

 

Employees are actively encouraged to ask for help throughout the organisation’s network. Colleagues, not just managers, give support. 

 

 

The result …… knowledge is shared across the organisation and coaching becomes an on-going, collaborative process.

 

So, who’s already embracing the concept of social performance management? There’s now a new generation of companies learning to manage a new generation of workers. Companies like Facebook, Spotify, Linkedin and Atlassian have abandoned a traditional performance appraisal process in favour of a social approach.  

 

However, don’t be fooled into thinking that it’s just innovative techy companies who are changing their approach to people management.

 

There’s no doubt that social HR technologies have the potential to revolutionise the management of people.  However, you may be thinking that a social approach to performance management is too radical for your work culture.  

 

Indeed, it may not be the right answer just now but think carefully when re-designing your performance appraisal process. Consider the work culture you want to create; a collaborative, supportive work culture doesn’t fit snuggly with a traditional appraisal process.  

 

Collaboration, instant feedback and on-going coaching are quickly becoming the norm in the workplace. If you don’t re-think your performance management process soon, in two or three years, your organisation could well be lagging behind.