Learn how to facilitate leadership in the best possible way with leadership development’s What, Why, How, Goals, Strategies, Programs and a lot more.
Leadership development has been a said priority for most organizations. However, more often than not, this commitment is just on paper. Let us quickly look at some facts.
According to a study by Brandon Hall, 83% organizations say that it is important to develop leadership at all levels.
However, a mere 5% have actually implemented it at all levels. Even where implemented, there still exist significant challenges. At the same time, the nature of leadership development and the role of a leader in an organization is fast changing. In such a scenario, conventional leadership development practices following a hierarchical model may not be the best solution for organizational success. There is an urgent need to reinvent the wheel and embrace leadership development with behavioral change agents.
Leadership development refers to formal or informal activities that enhance the skills, abilities, and qualities of leaders. The primary goal of the leadership development process is to produce high-caliber leaders.
It equips leaders with skills that can help them enhance the productivity of their team. It helps potential leaders to take up managerial roles and also boosts the productivity of employees, further translating into profitable business decisions and strategies.
Leadership development programs vary massively in complexit, cost, and style of teaching. Coaching and mentoring are the two most common forms of leadership development often used to guide and develop leaders.
Leadership development equips leaders with skills that will enable them to enhance the productivity of their team. It helps potential leaders to take up managerial roles and even boosts employee productivity. This can further translate into profitable business decisions and strategies for your organization.
Here’s why leadership development is important for your organization:
Studies show that companies that rate highly for their investments in human capital deliver stock market returns 5 times higher than those of companies with less emphasis on human capital. Leadership development acts as a total game-changer by increasing the ability to cut expenses, generate new revenue streams, and improve customer satisfaction.
Updating the way your leaders work to be more in keeping with Industry 4.0 means a shift in leadership’s thinking from siloed or ‘hero’ leadership. Here, only one person makes all the decisions and everyone follows. Here, people from various functions, departments, and roles work collaboratively with a somewhat flattened hierarchy.
Just like Stephen Hawking said,” Intelligence is the ability to adapt to change”, it goes without saying that change is integral to improvement, and growth . Probably why it should be an ongoing process. Make sure to incorporate a commitment to change in your organization. Even in an unpredictable business environment, at least 86% of companies with leadership development programs in place are more successful when it comes to rapidly responding to change, compared to 52% of companies with less mature leadership programs.
Leadership development that takes place within an organization inspires employees to be loyal, as it shows that there are growth opportunities available for them. It is also cheaper, and requires less time, than the cumbersome tasks that include finding, hiring, and training leaders from outside.
Leadership development enhances employee engagement, improves the organization's ability to deal with talent pipeline shortfalls, and lowers the problems and costs of turnover. Great leaders are able to attract, hire, and encourage excellent employees. A manager who lacks strong leadership abilities will have a difficult time attracting and retaining high-performing employees.
Furthermore, developing, coaching, and promoting individuals inside is frequently less expensive in the long run than hiring someone externally. This makes leadership development an excellent investment.
Some of us are natural-born leaders, while the rest of us develop these leadership skills over time. In both cases, there’s still room for growth. And one of the simplest ways to make this happen is by setting the right leadership development goals. Always remember that the goals you set should be geared towards improving your weaknesses and enhancing your leadership style.
We often tend to go with the assumption that we know it all. But instead of doing this, pause for a moment and get yourself a piece of paper and note down your goals, and make sure one of these goals is to become adaptable and open to learning new things. This puts you in a better position to provide better results. This will highly accelerate your organizational growth.
Time management is extremely important for an individual who is a part of an organization since they frequently manage multiple conflicting duties. Identify areas where you can improve your efficiency, not just in corporate operations, but also in your own obligations, and work toward those objectives. By doing this, you will have more time to improve other abilities and complete other tasks, as you become more efficient.
The finest companies are mostly inclusive, with a varied range of people. To build a successful, well-rounded team, a smart leader can objectively determine the best individual for the position. It's difficult to build and maintain a high-performing, collaborative, innovative, and dynamic team, but it sure isn't impossible. It's not just about finding the appropriate people; it's about keeping them, empowering them as a team, and assisting them in defining how they'll carry out their responsibilities.
Emotional intelligence (EI) is a trait that many successful leaders possess. Self-awareness, self-regulation, social awareness, social regulation, and motivation are the five primary components of EQ. These characteristics aid in decision-making, goal-setting, and stress management, all of which are important aspects of leadership. While some leaders are born with a high EQ, it is something that can be developed.
Leaders who are also mentors can bring effective outcome sake effective mentorship a priority when creating goals since your team looks up to you for coaching, counseling, and assistance. Make a growth plan. Try working with your team and think about ways they can achieve their goals. This should be backed up by regular feedback and advice after meetings in order to help them in the long run. Becoming a good mentor is all about showing your team that you care about their personal development by taking the time to listen to them and present them with new opportunities to challenge them.
People with followers are leaders. But have you ever wondered what makes a “good leader”? The answer is pretty simple; people with the skills that make others want to follow them are good leaders. When it comes to developing this skill in an organization, all that you would require is proper guidance combined with experience.
Creating a leadership strategy requires a “systems approach” in order to identify the qualifications and caliber of leaders needed across the organization.
In case you’re wondering what exactly a “systems approach” means- all you would need to know is that it is a simple approach based on the generalization that everything is interrelated and interdependent. A system is composed of related and dependent elements which when in interaction, forms a unitary whole.
In addition, this strategy will also include a thorough review of the leadership competencies required to support the organization's culture and desired leadership style.
Each organization has its own nuances. However, the following general framework always provides organizations with the best results:
You can start by asking yourself a few questions. What would be the biggest challenge your organization would have to overcome in the upcoming years? What are your goals or visions for the organization? What keeps you up at night?
Once you have the answer to these questions, you will be able to accordingly plan out a strategy that works best for you and your organization.
You can try reading annual reports and any business strategy documentation you can get your hands on, to create a solid foundation. Once you have done that, you could then conduct a round of executive interviews. Have conversations with every member in the executive team, either in groups or individually. This is also a really good way to build credibility and relationships, especially if you are a newbie to your organization.
This step involves creating a vision statement. A vision statement is an aspirational description of what the team would like to achieve or accomplish in the future. The purpose of a vision statement is to serve as a clear guide for choosing current and future courses of action. Organizations tend to normally jump right in without crossing this step from their checklist. This can be disastrous for the plain reason being- having a clear vision can give a team direction and inspiration, without which the team would be lost and have almost no idea as to where they are heading.
Along with creating a vision statement, you might also want to consider preparing a mission statement. A mission statement simply describes what you do, for who you do it, and how you plan on doing it. This even helps in putting a boundary around your team's activities , simultaneously guiding their day-to-day direction.
Organizations often tend to neglect important components of a leadership development strategy , one of them being- creation and tracking of critical metrics. Developing suitable measures and coming up with the right action plan is undoubtedly one of the most important of these components. Keep in mind that this can get a little tricky, but not impossible.
Coming up with an action plan can help you turn your visions into reality, and increase efficiency and accountability within an organization. An action plan is something that describes the way your organization will meet its objectives through detailed action steps that describe how and when these steps will be taken.
This step is essential in order to make modifications and ask for commitment, involvement, and resources.
It is very crucial to monitor against your action plan in order to ensure the quality of actions that are taking place; the key is to evaluate the effectiveness of the solutions you wish to implement against the agreed targets and performance indicators.
For example- absenteeism, reports of interpersonal conflict, and so on. Accordingly, you can always make further decisions about further action or data gathering, if required.
Leadership development programmes have numerous advantages. The key, though, is to establish a development programme that is tailored to the organization's culture and attempts to close leadership gaps. Organizations today are searching for people who can not only lead, but also foster emerging leaders who can contribute to the organization's objectives.
Here are a few of the main benefits leadership development programs offer:
The main challenge as identified above is that conventional leadership development practices are rudimentary and superficial. For effective leadership development, organizations need to leverage behavioural change agents which can adapt to the personality of upcoming leaders and subtly promote the right behaviour and practices.
The idea is to switch to solutions which focus on personalized leadership development with behavioural nudges. Put simply, this involves calibrating the best leadership practices to match the professional goals as well as strengths and weaknesses of the individual. Following this personalization, individuals gradually receive soft nudges to alter their behaviour in a way that will promote both their professional development and wellbeing as well as leadership capabilities.
Such nudges are often found on platforms like SuperBeings and are based on people sciences and analytics. Their focus is not only short term leadership abilities, but rather, long term holistic transformation based on habit building. Invariably, they offer bite sized coaching nudges to enable prospective leaders form productive habits and work smarter, and in the way augment their leadership potential.
Thus, organizations today need to break out of the conventional practices that are yielding ineffective leaders to adopt new age practices which work on the individual leadership fabric. The approach should not be bombarding the prospective leaders with best industry practices and expect them to absorb them instantly. Rather, give them time and the right tools to transform the way they work, live and lead.
To reinvent the wheel, it is important to understand the challenges and gaps in the existing leadership development practices. To begin with, most leadership development practices have a one size approach which seldom takes in the different personality types that potential leaders possess. Invariably, the effectiveness is low because it is not customized to the needs of the learners. Generally, it becomes more of a tick in the box than effective leadership development.
Secondly, most organizations rely upon age-old learning management systems which further dilute leadership development. The entire focus is on theoretical learning and teaching with little or no exposure to practical application and coaching. Subsequently, this results in breeding ineffective leaders who are unable to drive confidence in their teams and command respect and credibility.
Leadership is said to be an innate characteristic that cannot be learned. However, in order to be a great professional or businessperson, we must be good leaders and work at evoking the underlying leadership traits that we all possess, even if we aren't aware of it. And the only way to solve this is to create a development strategy.
Sufficient investment, the ability to apply learning effectively, the availability of role models, efficient use of technology, and a programme intended for continuous learning are some of the most important factors to success when developing existing and aspiring leaders.
Keep in mind that it is vital to think about your audience and the programme objective from the outset if you want to design leadership programmes that produce optimal results.
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‘Onboarding: How to get your new employees up to speed in half the time’ - George Bradt, founder and Chairman PrimeGenesis
Did you know that a strong onboarding process improves new hire retention by 82% and productivity by over 70%?
However, only 12% of employees strongly agree their organization does a great job at onboarding new employees.
This clearly states that while employee onboarding has a direct impact on the bottom line, most organizations miss out on how to get it right.
Don’t let that happen to you. To onboard new employees like a pro, keep reading.
By definition, an onboarding survey is a questionnaire that is administered on new hires to gauge their initial experience and level of satisfaction, in an attempt to understand their engagement and retention potential.
As an HR, you can get multiple insights from an onboarding survey, including:
It can help you estimate how long the employees are likely to stay and how you can further optimize your onboarding process to make it more aligned with employee expectations.
An effective onboarding survey can help you reflect on your performance through the onboarding process, which directly impacts KPIs for organizational success, including:
93% of employers believe a good onboarding experience is critical in influencing a new employee’s decision whether to stay with the company. At the same time, 25% of a company’s new hires would leave within a year if the onboarding experience was poor.
20% of new hires are unlikely to recommend an employer to a friend or family member and an onboarding survey can help you identify the reasons for the same. However, new team members who were asked to provide feedback prior to their start date also had a 79% increase in willingness to refer others. Thus, illustrating how onboarding surveys and feedback can impact eNPS.
Employees with exceptional onboarding experiences are 2.6x more likely to be extremely satisfied with their workplace and 70% say they have ‘the best possible job’.
77% of employees who went through a formal onboarding process were able to meet their first performance goals. However, 49% of individuals who failed to reach their first performance milestone had no official onboarding instruction. An onboarding survey can help you determine the effectiveness of your onboarding process.
In addition, your new employees might also have an inclination towards providing feedback as a part of the onboarding survey, which you will lose out if you don’t conduct the same. Research shows that only 26% of new employees recall being asked for feedback on their candidate journey and the hiring process before their start date wherein 91% of new hires are willing to provide this feedback.
Now that you understand the importance of an employee onboarding survey, let’s quickly discuss how to effectively run an onboarding survey.
You must coincide your employee onboarding survey with important milestones for the new employee in the organization. Mostly, these milestones coincide with the end of the first few months. Thus, you should circulate your onboarding survey after 30, 60 and 90 days respectively, with different objectives for each. Furthermore, you can send interim surveys in case you feel the need, for instance, when the employee starts a project, or when the orientation process is over.
“Effective employee onboarding isn’t about swag, stickers, & company value pamphlets on their desk the 1st day. But, how you help them understand their goals & how co values are interwoven in operating are more important.”- Suhail Doshi, founder and chairman of Mixpanel, Inc.
Based on the milestones or cadence you have set up, it is important to identify areas you would want to cover with each milestone. For instance:
In the first 30 days, you should focus on themes like:
In 60 days, you can touch on themes like:
By the end of 90 days, focus should shift towards:
Once you have decided the themes, you can start building questions, a snapshot of which is covered in the next section or you can download the template now here. The themes can be fluid across milestones, depending on the context for your organization.
Once the milestone arrives, you should roll out the onboarding survey and drive participation. It is important to explain to your new employees why the onboarding survey is important and how they can fill it up. Give them the requisite time, deadlines and communicate what will be the next steps to encourage them to participate.
Simply rolling out the survey is not enough. You must reach out to your new employees to remind them to fill the onboarding survey as amidst numerous new things, they might lose track of it. Don’t push too hard, yet send subtle reminders to get genuine responses. For instance: employee survey tools such as SuperBeings integrate with chat tools like Slack, Teams, Gchat to send personalized nudges to fill out the survey in the flow of work at set intervals as well as allows them to participate directly without switching context.
Unlock a wide array of survey questions and employee analytics. See how SuperBeings can help
Once your onboarding survey responses are in, slice and dice them to get insights into what your employees feel and leverage the data points to further refine your onboarding process to facilitate engagement, retention and advocacy from the beginning.
Taking cue from the section above, here are 50+ onboarding survey questions that you can leverage to gauge the pulse of your new employees as they complete different milestones.
You can also download these questions as a template and use it whenever you need. Click here to download
By now, it would be very clear to you that an employee onboarding survey can help you in multiple ways to create a high performance culture. It can enable you to augment retention, engagement, satisfaction and advocacy among employees to ensure that there is minimal turnover and you are able to attract high quality talent. Ensure that you roll out an onboarding survey at 30/60/90 days frequency to check onboarding experience, knowledge transfer, manager support, role clarity, etc.
You should focus on other forms of employee feedback on culture, training and development opportunities, level of engagement, manager effectiveness, workplace collaboration, work-life balance, among others.
Finally, you should focus on leveraging technology and automation to add efficiency and effectiveness to your onboarding survey and process.
Research shows, automating onboarding tasks resulted in a 16% increase in retention rates for new hires.
Thus, consider partnering with a survey platform which enables you to:
When it comes to performance management for employees, you would agree that feedback plays an important role. However, only offering positive feedback and appreciating the performance of your employees is not enough. You need to give them an equal amount of constructive feedback which is specific to ensure high levels of performance. If you feel that your employees may not embrace constructive feedback, think again.
Research shows that 92% of people believe that constructive feedback is effective at improving performance.
In this article we will help you understand how you can give constructive feedback and examples you can leverage.
Constructive feedback is essentially a tool that most forward looking professionals leverage to help others in their team with specific and constructive inputs on areas where one’s performance can be improved. Put simply, if you have an employee who doesn’t pay attention to detail, constructive feedback involves helping them acknowledge that this is a problem area, and more than that, enabling them with the support to overcome the same. It involves not only identifying a performance problem, but also, providing action items and ways to address the same.
Now that you have an understanding of what constructive feedback means, let’s quickly look at some of the top reasons why constructive feedback is important. Constructive feedback:
When delivering feedback, you must understand the difference between positive and constructive feedback and ensure that you use both of them where they fit the best. Here a quick distinction between positive feedback vs constructive feedback:
In a nutshell, positive feedback is a reinforcement tool, whereas constructive feedback is a mechanism to facilitate development.
With an understanding of the fundamentals of constructive feedback, let’s quickly jump to the best practices which can help you deliver constructive feedback in a nuanced and effective manner.
The first thing you need to focus on is ensuring that the timing of the constructive feedback is ideal. For instance, a busy period when the employee is putting in a lot of effort may not be ideal for giving them feedback about their performance from three months ago. At the same time, ensure that you provide constructive feedback regularly and consistently, to avoid recency or primacy bias. However, don’t offer feedback when you are angry about their performance either.
Before you get down to giving the feedback, set the tone. Share with the employee the purpose of the meeting and make them comfortable prior to sharing your reflections. It is important that you build trust so your employees can share their perspective and don’t feel intimidated by what you have to say.
Once the context and tone is set, start sharing your reflections. Your focus should be on sharing what you have observed about their performance. However, ensure that you also share how the same is likely to impact their career growth as well as organizational success. For instance, if you are providing constructive feedback about missing deadlines, you can use the impact of losing clients for the organization and a casual attitude marker for the employee.
When sharing reflections, use specific examples of when you noticed a particular behavior. For instance, in the above example, you can share instances of when the employee missed his/her deadlines. Ensure that you use examples which illustrate a pattern, rather than a one off incident, which is very uncommon. Furthermore, always use concrete examples and not interpretation of what you hear or see.
With constructive feedback, your focus should be on helping the employee improve their performance and work on their areas of development.
However, simply pointing out their weaknesses or negatives in their performance will not help. You need to also talk about some of the positive aspects of their performance and how those qualities can help them absorb and implement their constructive feedback.
Emotional intelligence is extremely important when delivering constructive feedback. You cannot be apathetic towards your employee when delivering the same. Put yourself in their shoes to choose your phrases carefully. We will share some examples in the next section. Also, use your EQ to read the situation when you are delivering the feedback. If you see that the employee is getting uncomfortable, take a pause and comfort them first. Read their gestures and body language to ensure that the employee is not feeling attacked.
Like it or not, constructive feedback involves pointing out one’s weaknesses and areas of improvement. However, you should refrain from equating the performance of the employee with his/her personality or whole self. For instance, if someone misses deadlines, encourage them to be more organized or prioritize important work, than labeling them as a procrastinator.
While you are delivering the constructive feedback, you have to make sure it is a dialogue.
The idea is to give the other person enough room to share their side of the story.
Try to understand whether or not they agree with your feedback and how they perceive the same. They may share the lack of support or resources, which have resulted in a weak performance. Be open to some reverse feedback as well. Again, your EQ must be at play here. If your employee has an outburst, or reacts negatively, you need to stay composed and calm them down.
Once you and your employee are aligned on the areas of improvement, the most important part of constructive feedback is to provide adequate solutions to address the performance challenges. Don’t give abstract or vague solutions like be punctual if the employee misses deadlines. Rather, give very specific and action oriented solutions which are directed towards a particular outcome. The idea is to collectively understand the cause of the weak area of performance and use concrete solutions to remedy the same.
Now that you have shared some potential solutions, you must revise the top action items with your employee to avoid any confusion. At the same time, you should focus on creating a time bound plan with key milestones to ensure that development is taking place. Summarize what was discussed and how you will proceed from there. Best is to set up a date to review the progress to ensure constructive feedback is paid heed to.
Read our article on Start Stop Continue Feedback to give action oriented feedback
Here are top 20 constructive feedback examples that you can use during your next conversation. To make your constructive feedback more effective, we have also illustrated examples of what you should steer away from.
I would really like to know how you have progressed on the tasks assigned to you last month. It would be ideal if you could share a progress update on what has been achieved with a small summary of challenges/ support needed at the end of every week to ensure everyone is on the same page.
You have not kept your team updated about your work, this is highly unprofessional.
I was going through the work you submitted last week and I can see you have put in a lot of effort. However, I could see that there were some small errors and inaccuracies in the report across multiple sections. I believe that if you proofread your work thoroughly before turning it in, it will reduce the number of iterations and improve your quality of work.
You seem completely distracted as you have been submitting flawed and below average work, this will not be tolerated.
I understand that you are working on multiple projects, however, you need to ensure that the most important projects are not overlooked and their timelines are not missed. Therefore, I would suggest you create a list of tasks you are working on and check with the respective reporting managers on the priority and set clear expectations to ensure that no deadlines are missed.
You have missed your deadline again, it seems like you are not serious about you work.
I see that you have been able to achieve only a part of the goals that you set out for this year. Maybe you were trying to spread yourself too thin. I would suggest you reduce the number of projects you are working on and ensure that the goals you set you are able to achieve. Furthermore, you must be vocal about the support or resources you need to achieve your goals.
Are you even serious about your work, your level of goal achievement indicates otherwise.
I see that you have been taking some time off lately, without any prior intimation. Let’s try to understand if there is a particular reason for the same. We can work on your schedule to make it more flexible.
You have been missing all meetings lately, this tardiness is not appreciated.
I see that you are excellent at execution of ideas. However, I believe that you need to focus more on coming up with solutions on your own. I would suggest participating more in the brainstorming sessions and coming up with solutions. Try to think on your own, before you reach out to others with the problem.
You lack any problem solving capabilities, and will be stuck to execution for the rest of your career.
Constructive feedback is integral to organizational success. Here are a few things to keep in mind:
While performance management has been a key priority for organizations, for a long time, year end reviews were considered to be the most effective way to facilitate the same. However, recently organizations are observing a shift towards continuous performance management with an introduction of the performance management cycle. This article will focus on different aspects of the performance management cycle and how it enables unlocking the potential of high performance teams.
Before going into the diverse aspects, you should first understand what a performance management cycle essentially is. If you have an idea of what continuous performance management is, you’re already a step ahead in the understanding. Performance management cycle primarily is a way or a model in which you evaluate or focus on the performance of your employees throughout the year. The idea is to break down the different elements of employee performance into different stages and focus on them consistently. It starts with setting goals and ends with rewards for a job well done, which leads to setting of new goals and the performance management cycle resets.
While you may want to divide your performance management cycle into any number of stages, mostly there are four stages.
The first stage, at the very beginning of the performance management cycle, focuses on creating a plan for the performance ahead. The idea is to have a clear understanding on what your employee must achieve and how you will eventually review and evaluate them. During the planning stage, you and your team member, collectively should:
Thus, the planning stage of the performance management cycle sets the tone for the year ahead and ensures there is clarity at all levels.
Once the goals have been set in the planning stage, you enter the monitoring stage of the performance management cycle. This stage essentially focuses on ensuring that things are moving as planned. The idea is to ascertain that your team members are more or less on track for specific milestones outlined as a part of goal setting. Additionally, this stage will help you address any performance challenges that you may observe, sooner than later. Monitoring stage includes:
The monitoring stage essentially focuses on tracking the performance of your employees against the set goals to provide constructive feedback and help them perform better.
The third stage of the performance management cycle comes into existence towards the end. It involves reviewing the performance and providing ratings based on the established KPIs and metrics. While this is the formal review process, if you have been constantly monitoring the performance of your employees, this will essentially be a consolidation of all the reviews and feedback shared overtime. While delivering performance reviews, ensure that you:
Since you have been connecting regularly with your employees, the reviews will not come as a surprise to them, but will help you monitor the trends of their performance and guide the next stage for the employee’s professional growth.
Finally, the rewarding stage in the performance management cycle acts as a culmination to one cycle and sets stage for the commencement of the next. The objective is to take into account their performance over the performance management cycle and create a culture of rewards and recognition to celebrate and appreciate high performance. Some of the quick ways to reward your employees include, giving them:
This stage is important to make your employees feel valued and motivate them to keep the performance going. It will also push average performers to step up their efforts and enable you to create a high performance culture.
Now that you understand the various stages of a performance management cycle, let’s quickly look at why the performance management cycle is important for your organization. It will help you:
In addition to the above mentioned benefits, a performance management cycle can help you build a high performance culture in a number of ways. Some of the top aspects include:
What constitutes high performance can be abstract. For some, closing 5 deals can be high performance, for others, it might be closing 15. Planning stage in the performance management lifecycle will help your employees understand what constitutes high performance and thus, proceed towards it.
A key part of the performance management cycle is the rewards and recognition. When employees feel their performance is being valued and recognized, they tend to double up their efforts, leading to a high performance team.
Monitoring and tracking followed by 1-o-1 conversations can help you communicate with your employees regularly. Not only will you track their performance, but will also listen to their concerns or challenges and offer them feedback. Such conversations and feedback have a positive impact on performance, leading to a high performance culture.
One of the foundations of high performance is enabling your team members to undergo the right training. Performance management cycle can help you understand which training is important for your employees at which performance stage, realizing high quality results.
As a manager, there are several ways in which you can unlock the true potential of a performance management cycle. You are one of the key stakeholders who plays an important role in every stage of the cycle. Here are a few tips that can help you augment the effectiveness of the performance management cycle:
A performance management tool can significantly help you streamline your performance management cycle by offering the following benefits.
Get automated performance snapshots of your employee’s performance over the 9 box grid to track performance trends over time and provide reviews without recency bias.
Leverage guided templates with AI based suggestions for your 1:1 conversations with employees during the monitoring stage based on performance over time. Receive suggested talking points for goal-centered conversations.
Look at historic feedback to see improvement in performance and compare performance over time. You can also compare performance of peers over specific parameters.