Vous avez du mal à fidéliser vos employés. Comment pouvez-vous utiliser la gestion des performances pour y remédier ?

As the leader, begin by putting up the mirror. Performance management requires dual engagement. Ask yourself, have I clearly defined expectations for this role or task. Next, have I given the appropriate direction and support this person needs. This includes specific feedback on what’s working and what needs to change. Do I know the obstacles that stand in the way of them performing their job. Have I provided the necessary resources to get the job done. Am I using empathy along the way. Do I know what motivates this individual and their goals? The best outcome is one in which the person turns things around and succeeds & you handle the situation efficiently while maintaining your leadership character by being respectful and firm.

I’ve dealt with retention issues, and by these steps I’ve seen employees feel more valued, motivated, and connected to the company, which in turn boosts retention rates: - Set clear goals and expectations for everyone. When people know what’s expected, they feel more engaged. - Offer feedback often. It shows you care about their growth and helps them improve. - Acknowledge good work. People stick around when they feel appreciated - Provide chances to learn and grow. It keeps them excited about their future in the company

Performance Management is a great tool for employee retention if used effectively. An important part is continuity of feedback. Performance feedback should not be limited for once a year but should happen continuously. Another aspect of performance management is to be futuristic. The discussion on performance should be futuristic in nature with very less focus on mistakes of past but more on the goals and plans of future. Another important aspect of performance management is the skillset of managers who manage team. The managers should be trained on feedback and coaching skills so that they help the team to grow. Performance management system should be empowering so as to support the employee with autonomy and not driven by the manager.

Why do organisations think from their perspectives alone ? For once think from an employee's perspective. Think about their growth, their aspirations and upskilling them . Then let employees' measure their own performance.. Involve them and nurture them . You won't have issues with talent management..

The equation for organizational success is simple: Establish a Talent Philosophy, build a robust talent pipeline, nurture and nourish your talent pool. Organizations must shift their focus from relationship-based performance management to one that is grounded in actual performance. While relationships undoubtedly play a role in the workplace, a transparent, well communicated and merit-based performance management system ensures that individuals are recognized and rewarded based on their contributions and achievements. When talent thrives, the fear of losing it dissipates.

Teresa Amabile from Harvard found that the progress towards the goal can be more motivational than the goal itself. By providing feedback on what goes well and what can be done even better you deliver that boost of confidence that keeps your team focused and engaged.

Provide timely, specific, and balanced feedback using concrete examples. Emphasize behaviors over personality, adopting a feedback sandwich approach for a positive tone. Encourage open communication, linking feedback to growth opportunities, and recognizing effort. Set clear expectations, making feedback a continuous process tied to a growth mindset. Support employees with resources and training, fostering a culture of improvement and development.

I have often said that a Performance Review should contain NO surprises. By this I mean that everything that is said in writing should already have been said verbally. I like to establish a monthly 10-15 minute meeting with my direct reports (when my job has them) to go over their goals and ask them about their progress. Early in the year I ask if they have a plan of action. Further on, I ask about progress. I proceed to ask about obstacles that they are finding and how I can help them achieve their goals. In the end, I know that as a manger my performance depends on their performance. So, I let them know that I am their guide, resource, supporter, and leader.

Personal experience shows that people feel belong when they receive consistent and constructive feedback devoid of judgement and attack of personality. Feedback becomes a more effective tools of employee retention when it is two-ways. When the subordinates feel safe psychologically, to courteously express their feelings with respect to a challenge or perceived challenge(s) on the job. With psychological safety, comes free and productive feedback, then belonging and consequently employee retention. Feedbacks with right coaching skills unleashed employee potential for greater performances, engagement and retention.

Regular, specific, and balanced feedback helps employees understand their strengths and areas for improvement, fostering a culture of growth and appreciation that can significantly reduce turnover.

According to my professional outlook on HR consulting,, to address employee retention challenges through performance management, offering opportunities for learning and development is paramount. Encourage regular one-on-one discussions between managers and employees to identify their career aspirations and areas of interest. Provide access to training programs, workshops, or online courses that align with their goals. Furthermore, create a supportive environment that values continuous learning and offers mentorship opportunities. By investing in their personal and professional growth, you not only enhance their skill sets but also demonstrate your commitment to their long-term success, significantly improving retention rates.

It's an actual fact that employer /employer relationship should be give and take in essence a mutual benefit. Most organisations shy away from investing on training and development of the employees. Once an employee sees that he/she is giving more to the company then the plan for exit begins!

It is a common saying that if you don't train them, don't blame them. Besides people leaving a bad manager, another significant reason people leave organisation is the lack of personal growth and development. Where there is lack of learning and development opportunities, or where it is low, the rate of exit will be high. Employees tend to stay longer where they are empowered and given opportunities to grow.

In today's fast-paced workplace, retaining top talent is a challenge. Enter learning and development (L&D) as a strategic solution. L&D not only bridges skill gaps but fosters a growth culture, signaling to employees that their professional journey matters. Engaging in continuous learning enhances adaptability, job satisfaction, and overall employee commitment. Recognition for L&D achievements acts as a powerful retention tool, attracting and retaining top talent. Ultimately, investing in L&D is a competitive advantage that builds a skilled, loyal workforce and propels organizational success.

Visualizing the essential skills, both at an individual and organizational level, becomes crucial in today's fast-paced work environment and needs to be part of L&D of every organization. When made visible, employees can then actively seek different learning and growth opportunities that suit them and have them drive their personal growth. When these opportunities match with unique needs and aspirations, organizations not only empower their workforce but also cultivate a culture of growth and adaptability. Not only do they address skill gaps, but also proactively prepare employees for future challenges, ensuring they feel valued and motivated in their respective roles and have the skills to confront the ever-changing business landscapes.

Often, employees leave because they see nothing meaningful at the end of the tunnel. Team members can work hard and excel and, more often than not, the result is just more work. Here are just a few ways that leaders can make sure their people know they're valued: - Public recognition for good work - Setting a clear path for job advancement - Giving breaks and time off after major projects - Offering rewards that really matter (think compensation rather than pizza parties)

There are two crucial ingredients when lining up your r&r with performance management: i) your strategic goals ii) your value proposition. When employees contribute to or add on top of your strategic goals, it should be used as a shining example and aspiration for others. Similarly, when you consider how work gets done, make sure it matches your value add. This is different from “corporate values” simply, if your product is the cost-effective alternative, reward efficiency. If you’re the high-end alternative, reward quality, it’s a great way to positively reinforce the right behaviours and achievements.

Just like attitude, culture is everything. A company with a bad recognition and reward culture is like a vehicle with a bad engine. As time goes by, it people will start 'alighting' in tons. So, a company must ensure that both her culture and strategy align such that people are 'adequately' recognised and rewarded for their respective and collective contributions to the goals of the organisation.

Golden handshake works wonders at times, it is practically a one time bonus with a soft retention clause attached to it. It’s a win win for both parties.

Creating a recognition and rewards culture is pivotal for retaining talent. Regular acknowledgment of achievements, big or small, instills pride and motivation. Non-monetary rewards like flexible schedules or professional growth opportunities further enhance employee satisfaction. This positive environment not only boosts morale but also forms emotional connections that deter turnover. Leaders must consistently model appreciation, making it a core aspect of organizational success. In a competitive job market, a culture of recognition and rewards becomes a beacon, fostering workplace satisfaction and long-term commitment.

Amidst employee retention challenges, leveraging performance management can be transformative. Prioritising a culture of open communication and collaboration, organisations enhance engagement and loyalty. Regular feedback sessions foster two-way dialogue, facilitating open discussions. Establishing clear performance expectations aligns individual aspirations with company goals. Cultivating this culture through performance management not only provides clarity but also addresses retention issues, nurturing a valued and connected workforce.

Cross-Functional Projects: Encourage collaboration through cross-functional projects. Teams from different departments work together, fostering diverse perspectives and enhancing problem-solving skills. This shared experience builds unity and strengthens relationships, contributing positively to employee retention. Open Communication Platforms: Implement digital tools like project management systems and team chat apps to facilitate real-time communication. Encourage both work-related and informal discussions. Transparent and accessible communication fosters a sense of connection, increasing employee engagement and contributing to higher retention rates.

Having meaningful and structured talent conversations facilitates effective performance management systems. Proactively planning the conversation and exhibiting genuine interest in the development of the employee are essential. Along with setting supervisor expectations one must also be curious to understand employee aspirations and be willing to offer support in reaching them through development goal setting and implementation and extending required resources. Talent conversations are the most sustainable and efficient way of achieving Talent retention.

All too often Performance Management is seen as a "negative" thing or a bad thing or a punishment for not performing well. Changing that perspective that we are providing feedback to further your development, help you grow, help you succeed can make all the difference. When performance management is focused on disciplinary action, PIPs, or other punitive punishments for not performing at standard it derails the efforts right out of the gates. Insure your intent is right from the start and it will facilitate the right conversation, drive engagement, and improve retention.

Implement Stay Interviews. Being proactive is the best tool. Every leader is recommended to add this regular meeting with their team members. I just wrote an article in my newsletter about this very important topic. How you set it up and what questions to ask is critical to accomplish the goal. And most importantly, how you, the leader, prepare for this meeting is crucial. It takes some skills, such as active listening and embracing silence, to make this an effective and powerful session. The rewards are long lived.

Peer-to-Peer Performance Reviews: Instead of traditional top-down performance reviews, consider implementing a peer-to-peer performance management system. Allow employees to provide constructive feedback to their colleagues. This unconventional approach not only empowers employees to take an active role in assessing performance but also fosters a collaborative culture. It encourages open communication, strengthens team bonds, and provides a holistic view of each individual's contributions. Employees may feel more valued and connected, ultimately increasing job satisfaction and retention rates. This approach transforms performance management into a collective effort, promoting a sense of community within the workplace.

Organizations need to pay more attention to offering diverse career pathways, not only vertical ones to keep people learning and advancing. Learning activities should deliver value on a weekly, rather than monthly or yearly basis and it can be done by matching learnings to gigs and projects. Supervisors and team leads need to be incentivized on this, to make it more than just a thought and pretty idea.