Reimagining Performance Management: A Strengths-Based Process Designed to Offer MORE to the Supervisor and Employee

Abstract

The traditional performance review has been considered ineffective and possibly damaging to employee performance and the relationship between the manager and the employee. To advance research and practice in this area, we offer a model focusing on a positive, strengths-based approach to feedback and employee performance management. Specifically, the performance conversation is an area we suggest can be altered to achieve positive outcomes by focusing on employees’ strengths, resulting in higher engagement, trust, performance, and higher quality relationships. We present a four-step process, called MORE, which allows managers to capitalize on employees’ strengths, intending to yield better results for both the employee and the organization. We review each step in the MORE process incorporating evidence-based arguments for their effectiveness. We also suggest further avenues for research and practical application that can assist in retaining and developing talent, building strong relationships between managers and employees, and fostering high performance.