We developed the BLOOM® performance management system to take bigger picture questions into account, and you should be asking those questions if you’re not already. Specifically:

Accountability at this level can be quite simple. If your CEO and leadership team is committed to the process, you have invested in the processes and technologies, and still there simply is no response for making performance alignment a priority, then you need to join arms with leadership and make it clear.

Each organization should define no more than five values that are distinct to driving its culture. Core values are the traits for what an organization stands for and guide what types of behaviors drive success within the organization.

Studies have shown that employees who are protected from change are especially stressed when change does occur, which creates a less open work environment.

I am a fan of this approach, but before I say more about that let’s cover a couple of definitions: Key Results Areas (KRAs) and Developmental Goals.

Organizations that have utilized performance management to successfully develop and retain (and thereby attract) top talent have created a manager/employee experience that includes:

There are two main reasons that positivity is important: preserving your organization’s “employment brand” and maintaining high morale among remaining employees.

We all know the drama that can flare when friends work together as coworkers or in employee/supervisor relationships. We also know the tension that can poison the office when employees and their managers do not see eye to eye.