Performance management is the ongoing process of setting expectations, tracking progress, giving feedback, and supporting employee development.
Clear role expectations, a goal format, regular check-ins, and a place to capture short notes. Add a review moment once or twice a year to summarize outcomes and set growth priorities. Keep it simple enough that managers actually do it.
Biweekly or monthly one-on-ones are a strong baseline. Add quarterly goal check-ins to adjust priorities, especially in fast-moving teams. Reviews should summarize patterns, not introduce new feedback.
Managers own day-to-day coaching and clarity. People Ops or HR owns structure, templates, and fairness guardrails. Leadership owns modeling the behavior and protecting time for it.
Use shared criteria, require examples, and track outcomes throughout the cycle. Make sure remote employees have documented wins and feedback. Calibrate across managers so standards stay consistent.
Fewer surprises, clearer goals, better coaching quality, and higher completion rates. You also see improved internal mobility and fewer regrettable exits tied to “lack of growth.” Managers feel more confident and employees know what good looks like.
