A common objective in redesigning performance management methods is to improve the quality of coaching between managers and employees. This objective is a reaction to traditional performance appraisal processes that focused more on evaluation with relatively little attention given to ongoing continuous performance management conversations.
In fact, traditional review processes often made performance management something of a competition between employees and managers. Employees had one chance a year to convince managers they were exceeding expectations and deserved greater investment in the form of pay, promotions or development opportunities.
