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I've been reading Next Generation Performance Management today by @acolquitt - he reviews and summarises evidence on how to manage performance in ways that work, not based on "myth and superstition". (Thread) 
Key message 1: most efforts to base PM on performance ratings fail, across all industries. It's not clear that they're useful in raising performance in any case.
Most organisations are convinced that financial rewards are their most important motivator of performance. This doesn't seem backed up by evidence - would appear more effective to focus on development and team relationships.
Most organisations attempt to use performance-related pay (aka pay for performance, P4P) and believe it can work but evidence suggests this is true only in very narrow circumstances and the opportunity cost is high.
Goal-setting does appear to be important - employees need to be involved in setting and committing to goals, ideally linked to larger mission/meaning/purpose. Avoid linking incentives/rewards to individual goals.
A key purpose of PM feedback is not that it's corrective but that it gives employees a guage of their progress - this is the key motivator. Feedback is best when focused on day to day work, is regular and is mainly positive.
Companies in the West tend to be highly focused on individual PM whereas the evidence doesn't necessarily support this. We often overrate individual talent (including our own) and underestimate the impact of teams, so PM should focus more on team performance and incentives.
So here's some principles for better PM: very regular/frequent, ongoing discussion between employees and their line managers, focused on progress and how work is aligned to individual+team+organisation goals/mission, developmental in nature.
Make the PM broadly positive/encouraging, focus on collaborative efforts, scheduled flexibly and connected to mission/purpose/meaning
Documentation should be as light touch as possible (not designed for future tribunal defence!) and needs to be driven by well-trained managers.
PM discussions should generally only focus on past results to extract future learning. Focus discussion on: dialogue around effective practices, organisational "good citizen" behaviours, individual and collective learning+development.
There's evidence that positive/appreciative approaches to dialogue can be effective. Focus on building strengths, working around weaknesses, building enthusiasm and self- efficacy
Ensure that PM is rooted in team goals, with individual goals mapped and aligned to these, helping individuals understand how they fit in, how they contribute and how to work effectively in the team.
Focus leadership actions on building team capacity, relationships and collaborative effectiveness.
Thread ends. Conclusion: this is a world away from what is commonly taught and practiced in schools. I will certainly be raising this with DfE and system leaders. Suspect @profbeckyallen @LeoraCruddas @MalcolmTrobe and others will find this interesting.
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