INSIGHTs & INTUITION Q.

How is employee performance management evolving? For example, are alternatives emerging to the traditional annual or biannual review?

In an ongoing effort to drive strategy, build culture and keep employees engaged, Dakota Carrier Network has embarked on a new journey with an Entrepreneurial Operating System, commonly known as Traction.

This system holds us accountable for performing quarterly informal check-ins and annual reviews with employees. These tasks let us get timely pulses on satisfaction and absorb feedback on processes that can be improved.

EOS also emphasizes a close tie between employees, company vision and data, to ensure open discussion and collective problem solving. Employees’ engagement with this tie is discussed in their quarterly check-ins and annual reviews, strengthening the employees’ understanding of how their work contributes to company-wide initiatives.

Kara Lombard

Performance management has become about coaching employees to success, rather than evaluating past performance.

Providing frequent, regular feedback lets employees make immediate improvements and know that they are moving in the right direction.

The modern workforce is living in a world where immediate feedback is the norm, whether it’s getting “likes” on social media or consumers giving product reviews. They are not prepared to wait for an annual review to get feedback.

Executive vice president and chief people strategies officer Choice Bank Minneapolis

Sarah Meusburger Human Resources Director Banner Associates Brookings, S.D.

Communication is absolutely the driver of effective performance management. The more communication that occurs between leaders and their staff, the greater everyone’s ability will be to achieve optimal performance. There’s a direct correlation, and communication with purpose is key.

Some organizations have implemented quarterly conversations as a way to increase communication about each employee’s performance and emphasize organizational direction. Leaders should avoid making assumptions about a staff member’s progress or struggles by being thoughtful in the way they communicate. These discussions should be interactive, and leaders should ask questions, gain input and feedback, praise stellar performance and be direct in addressing issues when necessary.

Performance expectations are built to tie organizational, departmental and individual goals and objectives –clarifying and integrating the vision for the organization within each position for each individual.

Performance management has evolved from the standard yearly review process to a more frequent one-on-one approach between leaders and employees. This approach is known as “rounding” (whether monthly or quarterly) and is used to get information and allow feedback and track progression of work in a more timely fashion.

Employees are empowered with frequent dialogue with leaders to help improve processes and enhance performance.

Abby Morken Chief People Officer Human Resources Business Partner Essentia Health Barnesville, Minn.

RURAL MAINSTREET, ECONOMIC INDICATORS, JAN. 2017 – MAY 2019 (50.0 = GROWTH NEUTRAL) $

LEADING ECONOMIC INDICATORS, LAST 18 MONTHS (50.0 = GROWTH NEUTRAL)

“Based on our manufacturing survey over the past several months, I expect overall growth to remain solidly positive,” said Dr. Ernie Goss, chair in regional economics at Creighton University’s Heider College of Business.”

Source of graph and quote: Creighton University Rural Mainstreet Index

“The Creighton University Rural Mainstreet Index for June rose above growth neutral for the month. According to the monthly survey of bank CEOs in rural areas of a 10-state region dependent on agriculture and/or energy, the RMI for June indicated positive growth for the region.

“The index ranges between 0 and 100 with 50.0 representing growth neutral.

“ ‘Higher agriculture commodity prices and rebuilding from recent floods boosted the Rural Mainstreet Index for the month. Furthermore, despite the negatives from the trade war, 69.4 percent of bankers support either raising, or continuing current tariffs,’ said Dr. Ernie Goss, chair in regional economics at Creighton University’s Heider College of Business.”

2018Projectofthe Year