Quarterly Reviews: Increased Employee Engagement
Paige Sumner, Associate HR Business Partner

It may be known that conducting performance evaluations is a best practice, but there are many 'unknowns' when it comes to implementing this best practice in your organization. One being, how often should I meet with employees to review their performance and progress towards goals?

The answer: No less than quarterly.

The use of quarterly reviews is gaining popularity as a way to increase employee engagement and ensure progress towards strategic goals. To provide a more accurate reflection of an employee's overall performance throughout the year, set aside 30 to 45 minutes at the end of each quarter for a performance-focused meeting between the employee and their direct manager. Even though this may appear to be more work for employees and managers, the focus spent throughout the year will be rewarded in a simpler performance review process at year's end. At the end of the year, reflect upon accomplishments and set new goals.

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Book Review: DRIVE by Daniel H. Pink
Jacqueline Dendievel, SPHR, Practice Leader

Regardless of industry, number of employees or annual revenues, business leaders across the country consider the following on an ongoing basis: What do we need to do to survive — and thrive — in the decade ahead? How do we harness the talent we employ to help us achieve our business goals? In his latest book, Drive, Daniel Pink tells us that if we want to achieve success in both, we need to fundamentally transform our common beliefs, approaches and practices on what truly drives success.

Grounded in decades of research on the science of human behavior and motivation, Pink details how what we've been doing to reward and motivate our workforce not only doesn’t work, but may actually impede the outcomes and results we're seeking.

According to Pink, companies that succeed in the 21st century will recognize that internal motivation drives both individual and organizational success. This shift reflects the realities and trends of the modern economy in which organizations are flatter, routine work is absorbed by technology and off-shoring, right-brain conceptual work is becoming prevalent, and 70% of projected job growth comes from non-routine work requiring creativity and finding new approaches.¹

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