Essential Elements

NOT YOUR ORDINARY ANNUAL REVIEW

CHECK-INS

Frequent, forward-looking conversations Focused on three areas • Goals, clarifying and aligning priorities • Feedback and coaching • Development planning Manager-initiated and employee empowered Person-focused

ACCOUNTABILITY

Managers are accountable to engage, develop, empower team members Employee Feedback Mechanisms

Periodic feedback from employees is how we know if Check-ins are effective o What is the manager’s effect on performance? o What is the quality of feedback and coaching? o Where are there gaps and room for improvement?
Leaders coach people managers using this feedback Manager Guidance
Managers consider performance and potential criteria for making informed talent and reward decisions, driving relevant actions, and tailoring Check-in Conversations
Guidance helps establish consistency and fairness across teams based on capabilities, progress, achievements, development and behaviors

KBR BUSINESS OUTCOMES

Clear connection between performance management and business objectives
Empowers agile, high-performing teams
Promotes performance coaching to permeate organizations
Challenges and hones leadership skills
Increases trust, transparency, and engagement
Enables better talent decisions

KBR Agile Performance and Development centers around frequent Check-in Conversations in place of a single annual review. Research from more than 60 firms shows that effective Check-in Conversations encourage high-quality, meaningful dialogue between team members and leaders. By “frequent,” we mean having a Check-in at least quarterly, and more often is encouraged. And we want to empower and encourage employees to initiate these conversations with their team leaders as needed.