MORE CONTINUOUS FEEDBACK & CHECK-INS

COURSE: Performance Management

Course Instructor: Dr. S.N Prasad

Date of Submission: 22-11-22
Submitted by: Group - 2

Group Members:
21050 Simin Niaz
20153 Supreetha Rao
21136 Kaushik Gupta
21148 Ruchika Mali
21159 Shahaan Khatri
21162 Shipra Bharadwaj
Contents
Introduction...........................................................................................................................................3

Scope of the Project:..............................................................................................................................4

Analysis:................................................................................................................................................5

Group Findings:.....................................................................................................................................7

Recommendations:................................................................................................................................7

Conclusion:............................................................................................................................................8

Individual Opinions:..............................................................................................................................8

References...........................................................................................................................................10
Introduction
Employees are increasingly seen as the company's most significant assets rather than merely
tools for getting the job done. Performance management, the method used by organisations to
monitor, assess, and enhance employee performance, must be upgraded as companies seek to
boost worker productivity and assist employees in achieving both individual and team goals.
Along with the pace at which business is performed, management techniques used by firms
have undergone a significant transformation. A human resource technique called continuous
feedback aims to empower and encourage the regular exchange of feedback between peers
and co-workers as well as between managers and employees. The ongoing check-ins improve
the manager-employee relationship so that even when employees experience difficulties
keeping on track with a project, they may approach the manager with ease and receive
assistance in finding a solution to finish the task effectively.

Performance evaluations and ongoing feedback don't have to be mutually exclusive. "Annual
performance assessments and ongoing feedback are not exclusive," Cultures of constant
feedback include informal affirmations like "Great work!" that are laid out loud in passing,
but they go beyond that. A method that integrates goal setting, constructive criticism, regular
appreciation, open communication between managers and workers, and peer-to-peer
interaction is at the core of effective continuous feedback programmes. A continuous
feedback system depends on frequent check-ins between managers and staff, even if input
should be provided informally, both in person and online. The regular check-ins between
managers and staff to review performance, advancement, and areas for development are a
crucial component of continuous feedback since they help staff members achieve both their
short- and long-term goals.

The typical annual review's lag period, during which employees get input on possibly recent
occurrences, is eliminated via continuous feedback. Instead, the continuous feedback model's
inherent regularity of conversations and feedback allows managers to remove obstacles or
provide resources to support employees in achieving their goals while also assisting
employees in adjusting as needed.

The annual performance review used to take place once a year, with the manager and
employee seated across from one another in a formal conference to go over everything
completed or missed over the previous year. Point values were then assigned, goals were
examined, and remuneration was decided. The main problem with an annual performance

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review is that it places the employee in an untenable situation. The manager is probably
present with a completed review and a future now that the year is ended. It is understandable
why 95% of employees dislike the yearly review process and why 90% think they don't offer
reliable information. Because of this, shrewd businesses are updating the yearly performance
review. Companies are converting to a continuous performance management culture with
regular, documented check-ins in place of a single review. In contrast to annual feedback,
daily feedback is given by managers to their staff, who: - They are 6 times more likely to
strongly agree that they get constructive criticism. - 3 times more likely to be engaged at
work - 3.6 times more likely to strongly believe that they are driven to accomplish excellent
job

The concept around feedback and the dynamic between the employer and the employee must
fundamentally change to create a culture of constant feedback. The fundamental distinction
between performance evaluations and continuous performance management is as follows:
Principles guiding yearly performance evaluations: The employer must evaluate the
employee's worth and hold them accountable. Consistent performance management theory:
Employees want to work hard, but they also want to get better, change, and advance. The
employer's responsibility is to aid the employee on this journey (to mutual benefit). (Tansey,
2021) (Workdove, 2022)

BENEFITS OF CONTINUOUS FEEDBACK AND CHECK INS:

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Scope of the Project:
The goal of continuous feedback is to empower and promote the regular sharing of feedback
among peers and co-workers as well as between managers and staff. The frequent check-ins
strengthen the manager-employee connection so that even when workers have trouble
finishing a project on time, they may approach the manager with ease and receive aid in
coming up with a way to do so.

Agile firms all over the globe have realised that the conventional yearly assessment is
inappropriate for usage in the current workplace due to a number of fundamental difficulties
with it. In its place, they are depending on continuous performance management, sometimes
referred to as agile performance management and a developing trend in human capital
management.

The scope of the project is to analyse the efficacy of continuous feedback systems in the HR
domain. Apart from this the continuous feedback process adopted by different companies
have been analysed to identify and evaluate the process on a whole.

Analysis:
Numerous inherent problems in the traditional annual appraisal have led agile businesses all
over the world to recognise its unsuitability for use in the modern workplace. Instead, they
are relying on continuous performance management, also known as agile performance
management, which is a growing trend in human capital management.

In the context of human resource (HR) management, Continuous Performance Management

is described as ongoing performance management processes that occur all year round. Unlike
those based on a traditional, one-time annual review, it is a continuous, holistic procedure. As
feedback is given more frequently, it becomes natural for the manager and employee to
establish a positive, trustworthy, and authentic working connection. These processes
incorporate close term objectives and objective setting, regular one-to-ones (or
"registrations") and constant feedback.

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Use in Companies:

Many eminent companies have chosen to modify their performance evaluation procedure to
get the most out of their workforce. The case studies of continuous performance management
that have successfully undergone the transition are included below in a limited selection.

Deloitte

Three methods of addressing performance are included in Deloitte's new performance

management system:

 Recognizing Performance: Honouring the accomplishments of each team's individual

members.
 Seeing Performance: Obtaining a neutral, accurate representation of performance
 Fuelling Performance: Assisting Staff in Realizing Their Full Potential

Adobe Inc

The first well-known organisation to implement continuous performance management was

Adobe Inc., which did so in 2012 when it abandoned its annual appraisal procedure in favour
of "check-ins" and frequent feedback. Adobe put a lot of effort into integrating this new
strategy into their culture, and it paid off because since they implemented check-ins,
volunteer turnover has decreased by 30%.

Cargill Inc

The US food distributor and producer Cargill Inc. changed its outdated performance
management procedure in 2012 and introduced "everyday performance management" in its
place.

Instead of using annual review forms and performance ratings, the company encouraged
managers to have regular, on-the-job discussions and provide frequent, constructive
feedback. With 70% of its employees now indicating they feel valued due to their ongoing
performance discussions with their manager, they have also had remarkable results.

More recently, several top-tier, international organizations—including Microsoft, IBM,

Accenture, and—most notably—General Electric, which had previously pioneered annual
evaluations and ranking systems—have used continuous performance management.

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Actions that HR across the globe are taking to implement continuous feedback performance
management:

 Don't make the process frightening: A human brain is hypersensitive to whatever it

perceives as a threat, according to simple science. A culture of doubt only emerges
when employees are unwilling to recognise their errors in the workplace. No company
would want to foster a culture where the top management doesn't trust the bottom
line. To avoid this, don’t make the feedback process a scary one. This is not a chance
to criticise people or hear their explanations for why they weren't able to meet their
goals; rather, it is a procedure to assist both the employees and the business in
improving. Keep things understated and straightforward.
 Give feedback more frequently: While most of the employee’s desire input from their
bosses, few really do. Effective and timely feedback on employee performance is
crucial from managers. Continuous short feedback cycles can energise a workforce
and will eventually permeate the system because of this. A continuous feedback
method is replacing annual reviews in many organisations with success. Through this
process, managers can assist staff in both improving their performance at work and
paving the way for their long-term objectives.
 Removing bias from feedback is important because it can impede the flow of
constructive criticism. Bias might be based on a person's gender, race, sexual
orientation, or even previous interactions with a certain employee. It is regarded as
biased for managers to do reviews based solely on their memories rather than
monitoring the real growth of their staff members. The method should be based on
facts, figures, and pertinent attributes to eliminate bias from input.
 Managers should act as coaches: They can't successfully help their staff members
develop if they don't think about it. Like how a coach cannot aid a player in every
match if victory is not on the player's mind. It is imperative that managers think in
terms of coaches. The unifying thread between managers and employees is feedback.
It allows supervisors the ability to mentor their staff to improve their performance at
work. Employees are better able to put feedback into practise when managers
understand how to do so.

It's crucial to remember that both the performance review and continuous feedback
approaches have value if a company is redesigning its performance management programme.
Most firms use a combination of the two to find their ideal performance management

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environment. Adding real-time feedback to your regular evaluations is a terrific approach to
guarantee that performance management is open, consistent, and given priority all year long.

Several variables, including firm size, industry, and culture, have an impact on the process of
balancing performance assessments with ongoing feedback. Here are some general
recommendations for implementing performance management effectively at your business,
regardless of where your organisation is at:

 At the level of the person, the team, and the business, connect feedback to goals.
 Encourage the top team to lead by example by providing real-time feedback.
 Create opportunities for sharing feedback frequently, such as one-on-one meetings.
 Create a mechanism for categorising different forms of input (e.g., project-based vs.
skills-based).
 Use a tool that is always accessible to record feedback.
 Integrating feedback into current tools like Slack will streamline the process of
providing and receiving it.

Reviews are an essential component of performance management, but they shouldn't be the
only means by which staff members can provide and receive feedback. Your annual
performance management programme can be driven by combining real-time feedback with
performance reviews.

Group Findings:
As a group we have come across the following findings which helps the organization improve
performance in tandem with engagement with the employees and various departments. Some
of the findings are as follows:

Increased Engagement

Immediately, one of the most noticeable benefits of a continuous feedback culture is an

increase in engagement. There are several data indicating that employees are dissatisfied with
the quantity of feedback they receive. When they do receive significant feedback, they all
agree that it improves their job.

All employees benefit from continuous feedback.

Everyone can benefit from constructive critique. It has the potential to help struggling
employees improve and outstanding employees become even better. This idea, however,

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cannot be applied to all types of employment. And, because the work we perform is
continually changing, there is always something to contribute in terms of feedback.
Automatic machine work, for example, has already been polished to the maximum extent
imaginable.

Reduces attrition

What happens when employees receive insufficient feedback? They depart. Employees may
leave their jobs due to a lack of helpful feedback. It is also critical to distinguish between
feedback and constructive and useful input. Feedback can refer to anything, including noise.
Constructive feedback, on the other hand, considers not just the individual getting the
criticism, but also their abilities and competencies, as well as the task they are performing.

Accounts for employee performance accurately.

Do you know which factor has a significant influence on performance evaluations? Feedback
was documented. It aids in determining performance trajectory and serves as a reference. In
other words, it represents an employee's labor over a period. It is feasible to identify where an
employee failed, where they progressed, or where they stalled, necessitating a fresh
challenge. Regular feedback makes the performance evaluation process much easier. Even if
you simply have an annual assessment, regular input makes performance-related decisions
simple.

Recommendations:
Companies should develop a well-designed feedback system: As the continuous feedback
system is totally new so it should be well structured before implementing in use.

Create a continuous improvement board: A performance management system, whose typical

uses track performance and project status, may be more familiar to a continuous improvement
board. If your team is in an office, try this idea. Set up a board in a visible location and ask
team members to post their ideas there.

Create a peer feedback loop: Creating a peer feedback loop is a great way to enhance team
collaboration. You can raise the bar and improve team morale by aiming for continuous
improvement in collaboration.

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Efficacy with continuous feedback: This method would be best in terms of performance when
there is continuous analysis of the feedback given from both employee’s as well as managers
part.

Simultaneous existence with the existing performance management system: This will ensure
a balance in the performance and overall analysis of the performance.

Conclusion:
Many companies across industries and geographies are redesigning performance management
from the top down, from goal setting and evaluation to incentives and rewards—and reaping
the business benefits. Organizations' approaches to measuring, evaluating, and recognizing
employee performance have shifted dramatically in the last five years. Continuous
performance management practices are now being implemented on a large scale after much
initial experimentation. Check-ins, continuous feedback, and Agile goal management are
becoming more common, and new evaluation and reward models will follow. These methods
will grow stronger over time. PM changes that appear difficult in the early stages of
transformation gradually become more natural. Feedback becomes more direct and
constructive as trust grows, and changes are accepted. Research shows that frequent check-
ins, and a transparent and flexible system lead to more employee engagement and increase
the positive impacts of the performance system in the organization. Performance appraisal
has hence evolved from a directive to a developmental initiative, allowing employees and
managers to collaborate to achieve organizational goals.

Individual Opinions:
1. 20153 Supreetha Rao

The fundamental theory guiding feedback and performance evaluations is evolving. And in
my opinion, check-ins, continuous learning, and employee feedback result in staff members
who are happier and more enthusiastic about working for their organisation. The issue is in
keeping that talent after the process of bringing in top personnel to advance the business is
complete. Check-ins assist the business develop low performers while retaining top
achievers. It will help in the retention of top performers and their further development, as
well as the course correction of underperformers, for any business. Multiple contact points
enhance employee engagement and development while lowering turnover and
underperformer costs.

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Additionally, goal-achieving staff are more inclined to regularly exchange feedback.
Continuous feedback fosters professional connections, helps employees develop, and offers
real-time insights. Implementing a system of continuous feedback is a successful technique
for businesses to develop their performance management strategy and create a high-
performing workplace culture.

2. 21162 Shipra Bharadwaj

Agile firms all over the globe have realised that the conventional yearly assessment is
inappropriate for usage in the current workplace due to several fundamental difficulties with
it. In its place, they are depending on continuous performance management, sometimes
referred to as agile performance management and a developing trend in human capital
management. But the question here arises that if this can solve all the problems of
conventional approach. In my opinion the system can exist simultaneously in a company. The
new modifications to the PM system place more emphasis on regular communication
between team leaders and members as they work together to accomplish organisational goals.
It will achieve the HR goals in terms of performance for the company.

3. 21050 Simin Niaz

Performance management has been continuously evolving over the years and significant
changes can be seen in most known companies with respect to methods of employee
evaluation and recognition over the past five years. Agile goal management, continuous
feedback, and check-ins are becoming more common nowadays. Research shows that about
90% of the companies that have redesigned their performance management processes have
witnessed improvements when it comes to employee engagement. I believe that in almost all
companies, the feared end-of-year evaluation will soon be replaced by ongoing feedback
from employees and managers.

Performance appraisal will be more focused on as a developmental initiative for the

employees as well as the organization. More frequent check-ins, open and collaborative goal-
setting processes are now encouraged. These can help employees course correct as and when
required. Normally in the case of annual evaluations, employees tend to focus on work during
the last few months but with the regular feedback and check-ins, I believe they will be up on
their toes, more dedicated and committed to the work assigned to them. This will help in
understanding their shortcomings and constantly improving in areas required and developing
themselves with regards to new skills and knowledge vital for the work. Rather than just

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evaluation, managers are more focused on developing and coaching employees. The
evaluation also draws heavily from data and the process is faster, agile, and continuous. The
new changes in the PM system give more importance to frequent conversations between the
team leaders and members to collectively work towards achieving the organizational goals.

4. 21148 Ruchika Mali

As a mirror, feedback reveals our strengths and faults. It assists us in recognising our blind
spots. Most of the time, we become accustomed to making mistakes and fail to recognise
them on our own. Feedback from the person we most respect and trust enable us to recognise
our blind spots, address them, and advance both personally and professionally. Unless you
are a copy machine, personal development and business development go hand in hand in an
organisation. Without the other, one cannot survive. Continuous feedback supports personal
growth and performance. To fully adopt the feedback culture within the organisation,
feedback should be multidirectional and incorporate upward and peer input. Training and
preparing your entire workforce to provide and accept feedback in a constructive way makes
more sense. You can only methodically and successfully integrate feedback into a company's
culture and realise the rewards if you train your employees in it. According to a Bersin study
on continuous feedback, peer-to-peer feedback significantly improves teamwork. Continuous
feedback makes it easy for you to thank your co-workers for their accomplishments or to say
thank you when they go above and beyond to assist you. Public acclaim boosts employee
morale and fosters a sense of unity. The best method to foster cooperation, sharing, and the
motivation to assist one another is through rewards and recognition that come through
ongoing feedback.

Your employees' performance, degree of employee engagement, and corporate goals can all
be improved through ongoing feedback. It is vital to concentrate on performance
management that is based on regular feedback if you desire innovation, revenue growth, and
satisfied employees.

5. 21159 Shahaan Khatri

Implementing a continuous feedback strategy will encourage and empower the exchange of
feedback on a regular basis between manager and employees. For a business to strengthen is
management structure and building a high performing workplace the organization will have
to implement the continuous feedback system. This will facilitate regular conversations
around the growth and development of the employee, employees will be taking an active role

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in setting and discussing the goals with the managers which boots the employee morale and
will help in their overall development.

6. 21136 Kaushik Gupta

The basic principle that guides feedback and performance evaluations is changing. Check-ins,
continuous improvement, and employee feedback, in my opinion, result in staff members
who are happier and more excited about working for their organization. The difficulty is
retaining that talent once the process of bringing in top people to progress the firm is
accomplished. Check-ins help the company develop underperformers while keeping great
performers. It will aid in the retention and growth of high performers, as well as the course
correction of underperformers, for any firm. Multiple points of contact improve employee
engagement and development while decreasing attrition and underperformer expenses.

Performance evaluation will be emphasized as a growth endeavour for both individuals and
the company. More regular check-ins are now encouraged, as are open and collaborative
goal-setting procedures. These can assist personnel in making course corrections as needed.
Employees often focus on work during the last few months of an annual review, but with
regular feedback and check-ins, I feel they will be more alert, devoted, and committed to the
task allocated to them. This will aid in analysing their limitations and continually improving
in areas where improvement is necessary, as well as growing oneself in terms of new skills
and information essential for the job. Managers are more concerned with developing and
guiding people than with evaluating them.

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References
 Continuous performance management. (n.d.). Retrieved from
https://www.clearreview.com/resources/guides/continuous-performance-management/

 Feedback and benefits. (n.d.). Retrieved from https://lattice.com/library/what-is-

continuous-feedback-and-what-are-its-benefits

 questionpro. (n.d.). Retrieved from https://www.questionpro.com/blog/continuous-

feedback/

 Tansey, C. (2021). Retrieved from https://lattice.com/library/what-is-continuous-

feedback-and-what-are-its-benefits

 Workdove. (2022). Retrieved from https://workdove.com/check-ins-component-

continuous-performance-management/

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