Performance management shifting to frequent feedback, say HR leaders

For Thibeault, AI has really helped reduce administrative work, but human judgment is necessary for the information it’s providing. “We’ve seen a lot of great success with being able to implement AI tools in our day-to-day work but not measuring how often they’re using it,” she says. “We’re encouraging folks to use it, getting folks comfortable with it, and then seeing the success in the work outcomes.” 

Bridging the remote work gap  

Although many organizations are bringing employees back to the office, hybrid and remote work remains a significant consideration, particularly with performance management.  As organizations operate across in-office, hybrid, and remote models, visibility – or the lack of it – must be accounted for around feedback, says Gibson. “A lot of times organizations will just say, ‘You’re a manager, go figure it out,’” he says. “But first and foremost, set expectations for managers around feedback interactions when working remote or in a hybrid environment, and setting specific cadences or touch points that managers need to have.” 

Thibeault points to over-communication as the antidote for a feedback gap with remote or hybrid employees: “If you think you’ve shared something one too many times in too many channels, do it again, do it one more time,” she says. 

For Maasland, keeping the coaching lines open is essential to effective employee development and an effective performance management program. “The more you speak to someone, the more they start to understand your intentions and your style of delivery, and they feel more comfortable and they’ll know to expect feedback,” she says. “Having a relationship based on trust helps feedback go much further and helps any performance conversation go much further.”