We all loved the performance management cycle!
Performance management is changing. Almost every HR professional has been involved with performance management cycle design. The HR Trend Institute, in collaboration with The Muesum of HR, is preparing an exhibition of performance management cycles.
In this article we present an overview of nearly 50 performance management cycles. The first conclusions: it is a rather boring collection and the similarity between the cycles is big. The variety is caused by the level of detail of the process that is provided.
A sample of the collection
The examples are ordered in alphabetical order, and therefore we start with Advanture (great name!). They don’t like cycles and circles at Advanture and they tried to make the cycle as square as possible. Their cycle is “holistic and sustainable”.
The AI group has chosen a circle and four steps, as many others in this collection. A classical cycle, nothing fancy.
A circle and four stages, we have seen that before. Question: is potential something you can develop?
Appalachian looks like a very well structured organisation. No sustainable or holistic cycle, a straight line going from red to green. It is a bit of a puzzle, because two cycles are merged into one line. The years starts on July 1, and goals for the year are set in the period April-June. The prior year is evaluated in July and August, if I understand the flow in the right way.
In Boston they go for the five step cycle, and you can only enter the cycle after proper onboarding. Good news for the people in the process: Feedback can be informal or formal, and the goals can be reset before the annual performance evaluation.
A snapshot from the CAPPC Consult cycle. Two questions: where do I start and why is the bottom arrow pointing anti-clock wise?
Cave and Thomas
A well thought through cycle. Top-down. This was probably designed before the employee experience came into fashion. I like “Continuous monitoring and feedback”.
In the top flow the CIPD talks about the “Performance management chain”. Interesting: I don’t see any actual performance in the chain, only future performance.
Five steps in the Cleveroad perfomance management cycle. A piece of the puzzle seems to be missing.
At CRG we count 13 steps, in five phases.
Continuous performance management
The “Check-in” is the basic building block in this cycle. Managers have to do a lot of check-ins. The connection to reward is not so clear.
The good old Deming cycle, embedded in most of the performance management cycles. Simple and easy to remember. Do we need more?
The Exchange Post
Simple, maybe too simple…
FedSmith added some people to the cycle, sympathic. The function of the arrow in the middle is not so clear to me. So that we know the positions of employee, supervisor and management? Management is at the top here, but with some defined bounderies.
The credo: “Boost employee performance every week”! High Fives at step four.
The Happy Manager
Does this cycle make managers happy?
An April to April cycle. In the companies where I worked, it was always difficult to design a cycle that captured a full year. The annual goals were always set too late, and it was difficult to incorporate feedback in the new cycle. I don’t think these issues are solved by calling the cycle “continuous”.
Super simple again. I like the arrows.
Innovation in Education
I like this! How can you use the key to unlock level 2?
Performance management starts in the beginning. And ends with separation!
Interesting cycle, with eight steps. It all culminates in step 8: Make a verdict. Hopefully the verdict is not: separation.
The KPI Institute
Version 2.0 of a Maturity Model Framework. I like the creative design. Looking forward to version 3.0.
Eight steps again. Luckily most of the work has to be done by the supervisor. Execution of the plan is not part of this plan-check cycle.
Too much creativity can be killing. What have they done to the cycle?
The Continuous Self Renewing Cycle, as above.
The OKR framework cannot be missed in the overview. I had to look up the meaning of Moal….
I like “Develop & Inspire”.
No time for slick design at Penn. The intern designed a cycle in PowerPoint. He was a bit afraid of the manager.
Performance management in times of change (adapted from Green)
Connecting the business planning cycle with the performance management cycle. What happens if you take a right turn at the black arrows?
No room for the “T” of management. Nobody will notice.
A quantitative performance evaluation model
The Deming cycle nicely in the center. The leaders are ready after Step 1.
Schneider Trading Ltd
Don’t be afraid of the “Disciplinary Procedures”. They are green! What to do if you detect a performance issue before the start?
University of Sheffield
Our process runs like a machine.
Grow against the flow.
Texas State University
The good news: the manager is female, and manager and employee are still on speaking terms.
Is the glass half-full or half-empty?
Torrington and Hall
Arrows like a fox.
Try to avoid financial rewards.
The University of Texas
It all starts with our UT System.
Valdosta State University
A clear division of tasks. The supervisor defines the goals.
Old and new. What are the differences?
Have we forgotten any steps? I like the different dotted lines.
A simple one for the road.
This post is a joint production with The Museum of HR