Performance reviews should be part of an ongoing process of giving transparent feedback consistently to all team members to encourage employee growth. Year-end or other scheduled reviews give managers structured opportunities to advance dignity elements like recognition, fairness, and accountability. And they give organizations important performance trend data, by functions and demographic groups, which can point to systemic development opportunities or needs.

However, more often than not, one-shot annual performance reviews have mixed results: They can use up valuable time and resources, discourage those who don’t react well to constructive feedback, and inject bias (and resulting unfairness!) into the process. To be done well, and to honor dignity in the workplace, performance management should be part of a culture of ongoing feedback for continuous improvement (and avoidance of end-of-year surprises) that is managed for bias, encourages growth, and supports managers.

• Human resources generalist/business partner

• Employee relations

• Management teams

• Inclusion and diversity teams

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