How do you measure and reward employee performance and engagement during and after change?

Change is an essential aspect of organizational growth, enabling adaptation and innovation. However, effectively managing employee performance and engagement during and after change is crucial to ensure a smooth transition and sustained success. Few of them are as follows: 1)Aligning Performance Goals with Change Objectives 2)Clear Communication and Expectations 3)Feedback Mechanism 4)Creating a learning environment 5)Celebrating Milestones 6)Creating a Positive Work Environment 7)Fostering a culture of openness 8)Rewards and Recognition 9)Monitoring Employee Well-being

Change is vital to the ongoing success of our businesses. Employees must be allowed to contribute to those changes. They are at the coal face and fully understand where change is needed. Most employees will welcome change if they are allowed to contribute. Do not rely upon the top down approach as that will undoubtedly fail. Employees know what frustrates them in their daily roles and are proud to implement change. There are those that will resist but ultimately they will become the minority. It is a never ending journey!

Assuming this refers to changes resulting from a reorg, step 1 should be to ensure alignment to strategy. Then look at all other elements of the STAR (Jay Galbraith's STAR model) to identify where there are gaps. In this case you might want to pay extra attention to rewards and ensure that they are aligned to the changes and therefore all elements enable changes in culture and behaviours.

Change management is often a stressful time for most employees. Communicating honestly about the "why and what" of the change(s) is critical. Whether it is a merger or acquisition or changes due to change in the mission, vision, values or new markets or even financial reasons. Which positions/jobs will continue as is which ones may change or need retraining or no longer be available. Set clear expectations and timelines along with resources available to meet the new responsibilities.

These are the successful ways I found successful: Real-Time Feedback: Shift to real-time feedback mechanisms for continuous assessment, fostering transparency and adaptability. Recognition and Rewards: Implement robust recognition programs to celebrate individual and team accomplishments, reinforcing positive behaviours. Peer Recognition: Foster a positive culture through peer recognition programs, promoting camaraderie and collaboration. Leadership Communication: Ensure leaders communicate transparently and empathetically, providing reassurance and addressing concerns. Post-Change Reflection: Conduct post-change reflections, gathering feedback to fine-tune strategies for future adaptability.

Change is usually not a one time process. Having multiple listening channels to gauge feedback and using the insights from metrics to refine strategies can make the change management process more effective .

Measuring employee performance during change demands strategic acumen. Beyond metrics, it necessitates a profound understanding of organizational culture and the psychology of change. Effective leaders not only gauge outcomes but also the evolving employee mindset, adapting strategies accordingly. This nuanced perspective separates thriving organizations from those merely surviving change.

Metrics are a great way to provide factual details. However metrics are not always available for roles that require soft skills. Again educating employees on what metrics will be used. how data for metrics is derived and why those metrics have bene chosen. If the data used for metrics is not reliable or leaves doubts, it will not be well received and may lead to concerns and or dissatisfaction or even challenges.

Measuring and rewarding employee performance during and after change requires a holistic approach that blends both quantitative and qualitative data. In addition to traditional metrics like productivity and efficiency, consider employee adaptability, collaboration, and resilience. Use pulse surveys to measure engagement levels and feedback mechanisms to capture insights on how employees are coping with change. Rewards should go beyond output—recognize contributions like problem-solving, innovation, and teamwork. This approach ensures alignment with evolving organizational goals while fostering a culture of growth and continuous learning during transitions.

When measuring and rewarding performance and engagement during and after change, I like to mix a variety of metrics. First, set clear, meaningful goals that align with the new direction—this could be project milestones, behavior benchmarks, or team-collaboration targets. I also collect feedback from multiple angles: surveys to gauge morale, peer reviews to see how people are really interacting, and manager evaluations for a strategic view. On the reward side, I keep it flexible: it might be a quick shout-out in a meeting or a formal recognition program, depending on what resonates with the team. “Celebrate what you want to see more of, and you’ll see plenty more of it!”

Recognizing and rewarding achievements and behavioral changes during a change program is crucial for reinforcing desired outcomes. It motivates employees to embrace change, fostering a positive culture and momentum. Acknowledging progress boosts morale, encourages continuous improvement, and builds trust between management and staff. By celebrating milestones and recognizing individuals for their contributions, organizations cultivate a supportive environment that enhances engagement and sustains momentum throughout the change journey.

One thing I have found coming from a Governmental service provider, performance can be measured from the view of the number of citizens complaints on behavior, professionalism and dedication to serving people. Another area can be based on the availability of the tools, training and competencies required to the job , safely and in a timely manner.If the right tools, training and competencies are not up to desired standards then the performance indicators may be beyond reach . Rewards and recognition coming from a service industry, financial rewards are not permitted, however rapid promotion can be recommended once all the nuances such vacancies exist. and as such only commendations and acknowledgements are permitted.

Change is a great time for leaders to shine through. Look for and recognise those who quickly embrace change and lead others through a journey of learning. These need to occur in both small and big ways. You can set up a ‘change champion’ award, but you also need to recognise smaller shifts and step progresses in team meetings and on launch emails.

During times of change, I track both the numbers and the vibe—performance metrics tied to new objectives, plus signs of real engagement, like fresh ideas and willingness to speak up. I also keep an eye on how people adapt to new processes or support each other, because those behaviors matter just as much as the end results. Once the data’s in, I celebrate wins both big and small. Maybe it’s a team-wide email shout-out or a personal note that highlights their specific contributions. Recognizing not just what was accomplished, but how it was done, shows employees that their efforts truly count. “When you reward the journey as well as the destination, you spark a chain reaction of success.”

Feedback is a great way to understand employee perspectives. Anonymized surveys are useful where employee details are hidden. This however is not always foolproof. Soliciting feedback but not acting on it is worse than not asking for feedback. Clarity and discussion on what elements of the feedback will be implemented and constraints on what may not be feasible is also important so employees know what is being done.

Gathering feedback during change can be tricky. Be ready for some negativity and some metrics to dip. Be also cognisant of what feedback to weigh heavily during change and which ones to take with a pinch of salt. Every change is optimised for something and your sources of feedback must be in tune with the right factors.

To effectively measure and reward employee performance and engagement during and after change, incorporating feedback is crucial. Regular feedback loops, gathered from various sources such as pulse surveys, peer reviews, and manager evaluations, can offer a well-rounded perspective. Additionally, feedback from external stakeholders like customers or partners can highlight how change is impacting broader operations. Acting on this feedback—by addressing concerns, recognizing achievements, and adjusting strategies—creates a culture of openness and continuous improvement, ensuring employees feel valued and engaged throughout the transformation process.

When measuring and rewarding performance during and after change, I start by defining clear, relevant metrics that tie directly to the change goals. Next, I regularly check in with employees—through pulse surveys or quick feedback sessions—to see how they’re handling the transition and to gather insights on what’s working (and what’s not). I make sure to act on that feedback: adjusting targets, offering extra support, or even rethinking rewards if they’re not hitting the mark. Recognition doesn’t always have to be fancy; sometimes a simple shout-out or personal note does wonders for morale. “Measure, reward, and adapt—because progress should always be worth celebrating.”

Change is an opportunity for development. Offer abundant opportunities for learning, especially more after a change. Creating a culture of learning and growth entails fostering an environment where employees are encouraged to continuously develop their skills and knowledge. This can be achieved by offering training programs tailored to individual needs, providing opportunities for mentorship and coaching, establishing peer learning initiatives, and implementing a feedback-rich culture where learning from mistakes is valued. Additionally, recognizing and rewarding employees for their commitment to personal and professional growth reinforces the importance of continuous learning within the organization.

Measuring and rewarding performance during and after change starts with setting clear, meaningful goals—so everyone knows what success looks like. I like to gather insights through quick pulse checks, 1:1 conversations, and tangible performance metrics, mixing both qualitative and quantitative data. Then, I link recognition to real outcomes: a shout-out in a team meeting for adapting new processes or a bonus for hitting stretch targets. Celebrating growth—like someone learning a fresh skill or mentoring a colleague—keeps engagement high. By fostering a culture where every step of progress counts, you turn “just another KPI” into a genuine catalyst for growth. “After all, what gets recognized gets repeated.”

Organizational design becomes the enabler of organizational performance and people engagement. This means that-for example-when designing performance management system or reward systems, these should serve the business strategy and goals and align to the corporate values. A question an HR should ask oneself is "does my performance management system meet these needs"?

Change is a daily reality so its become part of what is expected from an employee. In cases where massive shifts impacts employees, key to engagement is how you communicate the benefits to change including providing support during change. This should be part of change management strategy. Reward employees based on their contributions to change, esp those who might be directly leading it, eg org design changes, M&A, restructuring, new investments etc. Fundamental definition of performance should not change

In I/O, assessing & rewarding employee performance & engagement amid org. change involves a blend of quantitative metrics like KPIs, employee surveys, performance reviews. This approach evaluates individual achievements & the overall adaptability of the workforce. Recognition & rewards should align with short-term milestones & long-term success,positive reinforcement & acknowledging adaptive behaviors. Culture of continuous feedback & emphasizing both intrinsic motivators like autonomy & mastery, along with traditional rewards, ensures sustained engagement during and after org. change, integrating psychological principles into PM strategies, org. can enhance employee motivation & commitment during periods of transformation.

Actually, using the STAR model to diagnose gaps and close them, should get you where you need to be. When looking at impacted roles, ensure that every role has aligned KPIs and rewards systems.