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The Most Effective Employee Performance Management Strategies

Cassandra Rose, SPHR, SHRM-SCP
Two people are sitting at a white table, with one standing up. They are all looking at a laptop, working on something together.


For many orga­ni­za­tions, per­for­mance man­age­ment begins and ends with month­ly, quar­ter­ly or even year­ly per­for­mance reviews.

Top-lev­el com­pa­nies under­stand that cre­at­ing a hap­py and pro­duc­tive team takes much more than a one-on-one ses­sion every few months. They are cer­tain­ly an inte­gral part of any rep­utable per­for­mance man­age­ment strat­e­gy, but per­for­mance reviews aren’t a man­age­ment strat­e­gy in and of themselves.

Per­for­mance man­age­ment should go well beyond the occa­sion­al meet­ing where super­vi­sors offer con­struc­tive crit­i­cism and eval­u­ate com­pen­sa­tion. It requires indi­vid­u­al­ized goals, per­son­al­ized recog­ni­tion and dai­ly atten­tion. If employ­ers want to cre­ate a per­for­mance man­age­ment strat­e­gy that works, they must learn who their peo­ple are and under­stand what keeps them motivated.

Diversity in the Workplace

There are four people sitting around a table talking. One person is holding a tablet, and another has a laptop out. There are glasses and plants on the table.


The world — and by proxy, every orga­ni­za­tion on the plan­et — com­pris­es many indi­vid­u­als with spe­cif­ic needs, desires, cul­tures, hob­bies and thought process­es. As a result, what it takes to rec­og­nize, inspire and moti­vate varies from per­son to per­son. It might sound com­pli­cat­ed, but it’s actu­al­ly incred­i­bly beneficial.

Diver­si­ty breeds out-of-the-box think­ing. Peo­ple from dif­fer­ent cul­tures, gen­er­a­tions, eco­nom­ic and socio-polit­i­cal back­grounds have vary­ing lev­els of pro­fi­cien­cy, expe­ri­ence and exper­tise. As a result, diver­si­ty direct­ly con­tributes to increased cre­ativ­i­ty, dynam­ic prob­lem solv­ing and bet­ter decision-making.

The Importance of Individualized Performance Management

Of course, when an orga­ni­za­tion cre­ates a diverse team, they must also diver­si­fy the way they moti­vate and man­age their employ­ees. If they learn and under­stand who their peo­ple are, they can cre­ate indi­vid­u­al­ized per­for­mance expec­ta­tions and detailed career pathing.

Cre­at­ing an indi­vid­u­al­ized approach to per­for­mance man­age­ment enables employ­ers to cater to their employ­ees’ indi­vid­ual needs and goals. It allows them to ditch the one-size-fits-all approach and adopt indi­vid­u­al­ized strate­gies that are proven to help peo­ple feel seen, rec­og­nized and val­ued — which is proven to be the most effec­tive way to increase pro­duc­tiv­i­ty, improve com­pa­ny morale and boost employ­ee retention.

4 Proven Employee Performance Management Strategies That All Organizations Should Implement

There are four people working at a table together. They each have their laptop out, and appear to be conversing about their work. There are two potted plants on the table.


1. Monitor Performance and Well-Being

A person in a light gray sweater is writing something down with a pen on a notepad. They are looking over at a computer while working. There is a phone mounted to a stand behind the laptop.


The best and most suc­cess­ful orga­ni­za­tions have a sim­ple secret — they pay atten­tion. Bench­marks and goals are use­ful tools employ­ers can use to ensure ini­tia­tives are on the right track and the employ­ee feels con­fi­dent in what they’re doing. These goals should be mea­sur­able, but more impor­tant­ly, they should be attain­able to keep a person’s moti­va­tion lev­el high.

Per­for­mance doesn’t end with pro­duc­tiv­i­ty met­rics and sales goals. Employ­ers need to look beyond oper­a­tions and pay care­ful atten­tion to their employ­ees’ well-being. There are so many things in and out of work that may impact a person’s per­for­mance, so super­vi­sors should stay rea­son­ably and appro­pri­ate­ly aware of what’s going on in their employ­ees’ lives and how they’re feeling.

2. Set Individual Goals for Each Team Member

Every employ­ee should be regard­ed as an indi­vid­ual. Their needs, expe­ri­ences and skills are dif­fer­ent, so their goals and expec­ta­tions should be, too.

Even when two peo­ple have the same job title, their expec­ta­tions and goals should be tai­lored to their indi­vid­ual tal­ents and career goals. Tools like Gallup’s Clifton­Strengths Online Tal­ent Assess­ment can help employ­ers and employ­ees rec­og­nize and cap­i­tal­ize on per­son­al strengths, unlock­ing their poten­tial and ulti­mate­ly lead­ing to bet­ter per­for­mance. Team mem­bers should be proud of their unique tal­ents and con­fi­dent in their abil­i­ty to do their jobs.

3. One-On-One Feedback Sessions

Two people are sitting at a white table with notepads in front of them. They are both wearing black and white, and are smiling at each other. They appear to be meeting with one another to discuss something.


The most effec­tive way to stay in touch with employ­ees is to talk to them. One-on-one feed­back ses­sions should be used in con­junc­tion or in place of year­ly per­for­mance reviews. Employ­ers should reg­u­lar­ly take the time and space to rec­og­nize their employ­ees’ accom­plish­ments, offer con­struc­tive feed­back and talk about their future with­in the organization.

Per­son­al­ized per­for­mance man­age­ment begins with a con­ver­sa­tion. If a per­son feels heard, respect­ed and under­stood, their employ­er will see a boost in their per­for­mance and bet­ter under­stand their needs. This is also a great way to check in and get to know employ­ees on a pro­fes­sion­al level.

4. Offer Benefits That Support Employees’ Individual Lifestyles

Tra­di­tion­al ben­e­fits are an inte­gral part of any employ­ee ben­e­fits pack­age. Health insur­ance, life insur­ance, retire­ment ben­e­fits and fair com­pen­sa­tion are essen­tial require­ments for hir­ing and retain­ing top-tier tal­ent. How­ev­er, tra­di­tion­al ben­e­fits aren’t enough to keep peo­ple around long-term, and they cer­tain­ly won’t aid in per­for­mance management.

Orga­ni­za­tions who part­ner with Fringe get access to a com­plete­ly cus­tomiz­able lifestyle ben­e­fits plat­form, enabling them to employ a next-lev­el per­for­mance man­age­ment strat­e­gy. Instead of using a stan­dard incen­tive pro­gram to boost pro­duc­tiv­i­ty and reward high per­for­mance, orga­ni­za­tions have the abil­i­ty to offer addi­tion­al points for their lifestyle ben­e­fits plat­form when employ­ees per­form well or achieve indi­vid­u­al­ized goals.

The plat­form con­tains var­i­ous lifestyle ben­e­fits, includ­ing well­ness and well-being pro­grams, sub­scrip­tion ser­vices, gro­cery deliv­ery, trav­el accom­mo­da­tion and more. The grow­ing selec­tion of ben­e­fits allows peo­ple to choose the ben­e­fits that will have the most sig­nif­i­cant impact on their life, thus cre­at­ing a per­for­mance incen­tive pro­gram that is com­plete­ly per­son­al­ized to an employee’s indi­vid­ual lifestyle. Talk to our team to get start­ed today!

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