Continuous performance management
Organisations are shifting from traditional performance management to a continuous performance management (CPM) model.
The CPM process is less formal with employees and managers engaging more frequently. Regularly scheduled one-on-one discussions and ongoing feedback help workers stay on track.
For managers, a CPM strategy makes it easier to track an employee’s work achievements and weaknesses by addressing issues when they occur. Goals can be adjusted as corporate objectives change for an agile and responsive work model.
Employees receive more timely feedback versus waiting every 6 to 12 months for a formal meeting that may overlook achievements that occurred earlier in the performance period. The CPM model also eliminates surprises and expedites improvement cycles.
Deskless and field workers
Deskless workers, also known as field workers, are employees who complete tasks away from a desk or a company’s headquarters and have inconsistent access to internal systems and communication channels, unlike remote workers who retain access to these systems while working from home. Examples include people who work within the hospitality sector, natural resources, manufacturing, and healthcare.
According to recent research, deskless workers make up a staggering 80% of the world’s workforce. Given the nature of their work, these people often don’t easily fit into existing systems. Organisations must ensure their performance management systems are able to effectively support this important segment of the workforce.
Modern performance management systems must be agile enough to adjust to changes in the business, including team dynamics. A shift is underway from traditional and agile team models to a dynamic model:
|Formally assigned leader (such as a line manager)||Formally assigned leader (such as a scrum master)||Self-managing, typically no formally assigned leader|
|Predictable workflow with a right or wrong way to do the work||Unpredictable workflow, focus and goals frequently change||Rapid change workflows as new ideas are introduced, implemented, and altered|
|Team members share the same job title and area of expertise||Formal agile methodology with daily stand-ups and sprints||Cross-functional membership, frequently in flux|
|Encourages fast failure and iterative development for effective course correction||May not follow defined methodology/protocols, retains values of agile methodology where failure drives innovation|
|Organic team structure that disbands once a project completes|