Wellness in the workplace impacts the social, mental and physical wellbeing of employees. Explore top wellness in the workplace ideas, statistics and practices.
The imperative towards managing wellness in the workplace has been on the rise for quite some time now. Organizations across all verticals are taking a comprehensive approach to employee experience. Here wellness in the workplace which revolves around optimizing mental health and employee wellbeing is becoming a top priority. The rise of remote work, lack of social connect, ambiguity and uncertainty due to the unleashing of the pandemic, changes in attitude towards health have all contributed to a more pronounced focus on wellness, on personal and professional fronts. For organizations, increased levels of anxiety, phases of burnout, and the impact on performance have prompted the need to make wellness in the workplace a priority.
Let’s start by understanding what exactly is employee wellbeing. Conventionally, monetary compensation was seen as the only parameter for employee happiness and satisfaction. However, recently, the notion of employee wellbeing has come to the forefront. Put simply, employee wellbeing or wellness in the workplace refers to a state of physical, psychological, and social wellbeing at one’s place of work. This all encompassing term is closely dependent on the job expectations, work environment, workplace culture, roles and responsibilities, stress levels, etc. which impact the health, happiness and wellness of all employees at work and beyond. It goes beyond an employee’s physical health and being free from such ailments to include a state of cognitive, behavioural and holistic growth. Employee wellbeing has a direct impact on an employee’s productivity and performance, ability to contribute to their full potential and capability to forge meaningful relationships and collaborations to create shared value.
Promoting employee wellbeing requires strategic interventions at an organizational level. Therefore, we need to answer the questions, ‘why is wellness in the workplace important?’ While greater engagement, performance, productivity are the obvious answers, a look at the wellness in the workplace statistics can offer a clearer picture.
About 87% of employees said they consider health and wellness offerings when choosing an employer
More than 68% of employers prioritize well-being as a business objective
70% of employees enrolled in wellness programs have reported higher job satisfaction than those not enrolled in the companies’ program
Work-related stress alone can cost up to $300 billion a year from productivity losses
56% of employees had fewer sick days because of wellness programs
68% of senior HR leaders rated employee well-being and mental health as a top priority in 2021
Average return on investment of workplace wellness programs is 3.27
77% of employees think that employee wellness programs positively impact the company culture
The implementation of efficient wellness programs helped reduce health expenses by 26%
63% of employers offering wellness programs reported increased financial sustainability and growth
56% of employees had fewer sick days because of wellness programs
Employees are more likely to recommend a company that supports well-being efforts as a good place to work
Less than 25% of people employed by companies with wellness programs intend to leave their jobs within the next 12 months
Company health wellness programs result in an 11% rise in revenue generated per employee
Companies with workplace wellness programs in place report a 66% productivity increase
These wellness in the workplace statistics clearly illustrate the imperative for organizations to invest in employee wellbeing initiatives. While strategic interventions have the potential to augment engagement, experience, productivity as well as the bottom line, overlooking wellness in the workplace can lead to acute turnover, reduced profits and negative employer branding.
Finally, organizations need to ensure that they set boundaries beyond work time and home time for their team members. It is important that work doesn’t creep in during off hours and employees don’t have to stretch their work day, except occasionally. The space and ability to disconnect to reconnect is imperative for physical, social and mental wellness in the workplace.
Increasingly mental health and wellness are becoming reasons of concerns for most individuals and organizations. Mental health support must come in the form of in-house experts, regular sessions on stress and anxiety management, etc.
Empower employees to choose their work schedule, if the job role allows. Most roles and responsibilities today are time agnostic and giving flexibility to employees to choose when they want to work can augment wellness in the workplace. In case of work from home, this can help them to manage both their work and home well.
Offer health insurances and covers to provide financial assistance for employees during a medical emergency. Explore options of at home care medical compensation, in addition to the convention in-hospitalization care, along with other healthcare benefits.
It is important to give employees sufficient break time and days-off to rejuvenate. If a particular week has been hectic, an off in the next week can help in preventing burnout and add to employee wellbeing.
Onboard wellness partners which offer different forms of wellbeing and health support for your team members. This could range from consultation for physical ailments to therapy sessions and consultation for psychological wellness.
Organize regular, maybe even daily, wellness sessions for a short duration like 15 minutes. Keep it as a permanent feature before starting the work day or after ending it. Encourage employees to practice guided meditation and yoga with experts, online or offline to help them unwind and get relieved from stress.
Make it a regular practice to share resources in the form of toolkits, newsletters, emails or posts which illustrate different health and wellness practices. Make the information easy to consume and interesting and relevant to your team members.
Rewards and recognition for a job well done can cater to the cognitive wellbeing of most employees. Having a robust rewards and recognition program will increase engagement, satisfaction and happiness leading to greater wellness in the workplace.
The nature of most modern jobs involves sitting in front of the laptop the whole day leading to serious problems for the back and neck. Introducing standing desks can help employees avoid slouching by maintaining a straight posture. This can add to their physical wellness in the workplace.
It would be a good idea to adopt hybrid working wherever possible. While brainstorming and collective work can be finished in person, individual tasks can be completed virtually. This flexibility will allow employees to invest time saved during commute in furthering their wellbeing.
The environment has a direct impact on wellness in the workplace. Having plants and greenery leads to physical and mental wellbeing. In addition, having windows, adequate ventilation, etc. all contribute in different ways to wellness. In fact, even the way the rooms are designed with enough open space and comfortable seating, have an impact on wellbeing.
Having indoor and outdoor sports and recreational activities can contribute to an increase in employee wellbeing. While they directly lead to better physical health, they also enable employees to let go of anxiety and stress.
Vaccinations today form a very important part of ensuring wellness in the workplace. Catering to vaccinations, routine check-ups and tests for common conditions in the workplace can help ensure that basic healthcare is taken care of for all employees. Such an initiative will also encourage employees to take seriously an aberration in their reports.
Like any other employee resource group, organizations can also experiment with health groups. They can meet regularly to discuss healthy practices and even organize different events to promote health and wellness in the workplace.
Depending on the nature of work, organizations can make the workplace pet-friendly. Having some furry friends around can instantly bring down stress and anxiety. While this might not have the potential to become a norm, having a few bring your pet to work day can definitely promote employee wellbeing and wellness in the workplace.
Social wellbeing for all employees is dependent on their relationships with team members. Having group outings and team building activities can be crucial here. Even in the case of remote work, virtual happy hours, sending food to the homes of all team members or having a comedy night together can create a sense of belongingness and augment social wellness in the workplace.
Any form of a challenge is often well received across organizations. Having a step count challenge or a water drinking challenge or taking the stairs challenge can all inculcate healthy habits in employees and aid their wellbeing. A small reward in the end can make it more exciting and drive greater participation.
Giving back to society is often full of satisfaction and adds to one’s wellbeing. Choosing a common cause and collective volunteering to create an impact will create avenues for social and mental wellness in the workplace.
Offering membership for different fitness platforms can encourage team members to take care of their health. Conventionally, in the form of gym memberships, organizations are now also exploring virtual memberships for platforms which offer activities like zumba, yoga, exercises, etc.
These 20 ideas to promote employee wellbeing and wellness in the workplace have been vastly accepted and have worked for most fast growing organizations. Let’s now quickly explore a few practices that organizations are adopting in the new normal with the rise of remote work and associated challenges to wellbeing.
Most organizations are struggling with promoting wellness in the workplace during Covid. Fortunately, many forward looking organizations already have strategic interventions in place which are enabling them to promote wellness in the workplace. Here are the best practices that organizations can take inspiration from to build their employee wellbeing strategy for a remote workforce:
One of the major reasons for mental distress among employees is the lack of organizational communication and the ambiguity that comes along. Make sure you constantly communicate with your team and keep them updated about what is going on. Also, depending on your company culture, it might be a good idea to have conversations beyond work and encourage employees to share challenges with one another.
It is important to be proactive in gauging mental health and wellness in the workplace. You could either get a professional to help you out or you could explore some organizations specializing in the field of employee experience and seek their help. The idea is to understand the distress level of each employee and focus on a tailor made solution for each. Simply having a mindfulness session will not suffice the need of the hour.
It would be a good idea to have a professional psychologist or therapist on call in case any of your employees need it to promote wellness in the workplace. Due to the taboo on mental health and wellbeing, some of your employees might not want to share their problems with one another, but might feel more comfortable sharing with an expert. Give them all the possible options.
Finally, with a remote workforce, it is very important to focus on as much digital support as possible. Share de-stressing content in the form of videos. It might be a good idea to even collaborate with a few HR- tech partners that can offer you digital solutions for managing wellness in the workplace.
By now, there is a clear understanding on the what, why and how of wellness in the workplace. This section will focus on highlighting some workplace wellness tips to ensure the practices shared above are able to reap the intended results. Let’s quickly discuss a few tips to successfully design and execute workplace wellness programs.
Organizations need to start the process by gauging employee pulse with surveys. This can include conducting pulse surveys not only to capture how they feel about the initiatives taken by the organization, but to also understand their level of wellbeing. For instance, questions like, ‘How stressed you are at work’ or ‘How often do you have to work on day-offs or beyond work hours’. Conducting such surveys on a regular basis will give a clear and comprehensive picture of what the employee feels is hampering their wellness and how can the gap be bridged.
For successful workplace wellness programs, it is essential to have the backing and support from the top leadership. Only when the initiatives come from the top and trickle down will they have maximum impact. Additionally, leadership support will ensure significant budgets and investments to create impact. Share studies and in-house results to illustrate the need for wellness initiatives.
Based on what your employees feel is important for their wellbeing, identify practices from the above ideas and create a full execution plan. Instead of simply saying that we will invest in these 5 or 6 initiatives, create a roadmap for each with timelines, expected results and partners. Also, identify some wellness in the workplace champions to drive the efforts. Communicate the plan across the organization to let team members know about the efforts.
Once you have initiatives underway and execution in full force, it would be a good idea to measure the outcomes and results. For each initiative in place, monitor how well it has been able to augment wellness in the workplace. Don’t forget to communicate these results across to create greater buy-in and satisfaction. It would also be ideal to rethink and replan the strategic interventions at regular intervals.
The best place to get started with workplace wellness programs would be to understand what employees feel and how well the managers are armed to address any challenges. Partnering with SuperBeings can help organizations achieve holistic wellness for their employees. Working with various fast-growing organizations, SuperBeings can help you gauge what your employees feel about wellness in the workplace, share industry standards to check where you stand as well as provide data-backed insights and action points to facilitate employee wellbeing at the managerial and organizational level. This will enable organizations to create a healthy work environment to nurture high performing employees, facilitate higher retention and gauge reasons for attrition and low productivity.
Only when organizations proactively strategize and invest in employee wellbeing, can they expect to have a productive workforce in the new normal. In a nutshell, this is an opportune time for organizations to don a fresh lens and reinvent their employee wellbeing strategy to ensure social connect, communication and wellness in the workplace.
‘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.