We often hear about "performance management," and for many, this management is associated with boring reports and formal meetings. But it can be completely different: interesting, really useful, and even inspiring. Let 's figure out how to turn a boring process into a powerful tool for growth.

Performance Review: not to execute, but to develop

Enough of these annual "debriefings", where the head sits as if under interrogation: with a notebook – and looks for mistakes. Modern performance review is a friendly dialogue.

·       Frequent and short meetings. Instead of one big meeting a year, hold regular but short check-ins. It can be A 15-minute conversation once every 2 weeks. This way you can quickly respond to problems, give feedback, and plan the next steps together. According to a study conducted by Sanger and Folkman, 72% of employees believe that timely and high-quality feedback helps them do their job better.

·       Focus on strengths. Instead of correcting flaws, develop strengths. If your employee is an excellent analyst, give him a project where he can prove himself 100%. This will increase his motivation and bring more benefits to the company. After all, companies that focus on developing employee strengths show higher rates of employee engagement and retention.

Modern formats:

·       Check‑in meetings (short sessions discussing progress) instead of cumbersome reports.

·       360° assessment: feedback from colleagues, management, and subordinates, with an emphasis on facts rather than emotions.

·       Gamified mechanics – ratings, scores, and virtual achievements to attract, or even entice, specialists.

When the assessment system is transparent, honest and understandable, it turns not into stress, but into a conversation about growth. That's when both managers and employees begin to develop more actively.

Middle Management is the golden mean

Middle managers are the foundation of any company. They connect the management strategy with the actual work of the team. But they often feel caught between two fires: pressure from above and needs from below. How can I support them?

·       Training and mentoring. Don't leave them alone with difficult tasks. Offer trainings on team management, conflict management, and delegation. Mentoring with an experienced supervisor can give them valuable insights.

·       Extension of authority. Give them more independence. Trust is the best motivation. Let them make decisions and take responsibility for projects. This will not only boost their confidence, but also free up your time. According to Forbes, the development of middle management is one of the key factors for the growth of companies.

OKR, KPI: what should I choose? Or maybe both?

OKR (Objectives and Key Results) and KPI (Key Performance Indicators) are two different, but very useful tools.

· OKR: a kind of "lighter" for the team. These are ambitious goals that inspire. For example: "Launch a new product that will change the market." The key results (KR) show how we will achieve this : "Attract 100,000 users", "Get 500,000,000 tenge of revenue". OKR is about growth and ambitions. For example, Yandex actively uses OKR to achieve breakthrough results.

· KPI: the "pulse" of the company. These are metrics that show how well we are coping with current tasks. For example: " Customer satisfaction level", "Request processing speed". KPI is about stability and control.

Answering the question "Which should I choose – OKR or KPI?" is not always correct. It is better to use both approaches, each has its own role.

From strategy to person: how can I link a big goal to each employee?

The most important thing is to show each employee how their work affects the success of the entire company.

·       Transparency. Share the company's strategy with the entire team. Explain why we do what we do and where we are going.

·       Cascading goals. Lower your big goals (OKRs) to the level of departments and individual employees. Show how their daily tasks contribute to the overall picture.

·       Regular communication. Don't forget to discuss progress, celebrate successes, and solve problems together. When everyone feels like they are part of a single whole, they are ready to work with full dedication.

Performance management is not about control, but rather about trust, development, and engagement. Invest in people, change your management approaches, give employees the opportunity to grow, and they will surely lead the business to success.