Continuous improvement and engagement

The research is in. It appears that continuous performance feedback models are the most effective for employees, as 65% of employees desire more feedback. Companies providing regular feedback - both formal and informal - have lower turnover rates (Giamos et al., 2025; Homisak, 2024). Managers who provide continuous feedback to grow employee performance are likely to keep their staff for longer. Staff have higher job satisfaction, which is linked to lower turnover intentions (Young & Tong, 2025). No surprises here: HR has been banging on about this for years. 

Of course, it is not only we plebs who benefit from development: managers also develop more capability and feel more empowered. Feedback enhances employee wellbeing, commitment, innovation and reduces absenteeism (Young & Tong, 2025). Training managers to support their teams effectively seems likely lead to improved employee satisfaction, as all employees will feel more valued and understood in their roles (Young & Tong, 2025). 

By embarking on a continuous performance management programme, we inadvertently generate more staff engagement. Staff engagement is a critical factor in organizational success, influencing employee performance, retention, and overall workplace culture. Effective engagement practices not only enhance job satisfaction but also foster a sense of belonging and commitment among employees. Sure, during crises, like the Covid-19 pandemic, communication methods such as video calls helped to maintain connections, and showed management's concern the team, but we prefer face-to-face communication (Macpherson & Ashwell, 2024). Proactive engagement strategies, such as personalised outreach and team discussions, grows employees sense of organisational connection. Engagement fosters a positive workplace culture and improves employee satisfaction (Thomas, 2024). If we see that continuous performance processes add value and are meaningful, it also enhances engagement levels (Holmes, 2020). 

However, to deliberately build engagement, we can focus on the following elements (Young & Tong, 2025):

• Autonomy. Providing employees with greater role autonomy increases engagement... leading to better performance. When we feel we have control over our work, we gain motivation and commitment, reducing turnover intentions (Young & Tong, 2025).
• Employee voice. If we can share opinions, ideas, and feedback, then participate in decision-making, we feel more engaged, valued, and our performance increases (Young & Tong, 2025). 
• Recognition. Honest and specific feedback is key for engagement, but the investment is high: 43% of us need at least weekly feedback to feel valued, and I bet there are not that many organisations doing that (Homisak, 2024). Creating a culture of appreciation through employee recognition motivates us, and encourages us to strive for excellence (Yoon & Hutchison, 2018). 
• PD. Providing PD opportunities is also key for engagement. If we can see a clear path for growth in the organisation, we are more likely to be committed and perform well (Young & Tong, 2025). By doing PD reviews, we can also improve satisfaction and retention, as it creates a platform for us to discuss aspirations and development goals (Holmes, 2020). 
• Mentoring. Management support improves engagement. When we feel supported, we are more likely to engage fully with our roles (Holmes, 2020). 
• Culture. A supportive workplace culture that values our contributions and well-being is another key element for engagement; where we feel safe to express our ideas and concerns (Young & Tong, 2025). 

Collectively, these elements will build trust. Establishing a trusting relationship between employees and managers is essential for effective feedback. Regular feedback helps us to get our performance pitch right, fostering a culture of continuous improvement... vital for us to be satisfied in our work (Billett et al., 2019). As an example, internship students said that receiving constructive feedback from workplace mentors is vital, providing insights to take with them into employment (Billett et al., 2019). 

Ensuring these elements - autonomy, employee voice, recognition, PD, mentoring, culture - are embedded in our organisations not only benefits our organisations, but they keep the rest of us stimulated, engaged, and happy in our work. 

Hopefully future research will be able to show us how long engagement lasts for, in the long-term.

Sam

References:

Billett, S., Newton, J. M., Rogers, G., & Noble, C. (Eds.). (2019). Augmenting health and social care students’ clinical learning experiences. Springer International Publishing.

Giamos, D., Doucet, O., & Lapalme, M. (2025). What is Known About Development-Oriented Performance Management Practices? A Scoping Review. Human Resource Development Review, 24(1), 37-69. https://doi.org/10.1177/15344843241278405<

Holmes, A. (2020). What are the barriers and opportunities for continuing professional development for professional services staff in UK HE?. Perspectives: Policy and Practice in Higher Education, 24(3), 79-86. https://doi.org/10.1080/13603108.2020.1750501

Homisak, L. (2024). How to Measure Performance Management: The truth is: employees can make or break a practice. Podiatry Management, 43(4), 63-67.

Macpherson, W., & Ashwell, D. (2024). Redundancy with dignity - Give it to me straight. New Zealand Journal of Employment Relations, 48(1), 1-34. https://doi.org/10.24135/nzjer.v47i2.122

Thomas, C. (2024). Graduating Students’ Perception of Professional Social Media Platforms for Professional Networking and Career Development [Master's thesis, Otago Polytechnic]. https://www.researchbank.ac.nz/server/api/core/bitstreams/b7fce182-e7ad-4955-8250-b8db95dbeae3/content

Yoon, H. J., & Hutchison, B. (2018). Chapter 14: Syntheses and Future Directions for Career Services, Credentials, and Training. In H. J. Yoon, (Ed.), International Practices of Career Services, Credentials, and Training (pp. 217-238). National Career Development Association [NCDA]. https://www.researchgate.net/publication/322274830_International_Practices_of_Career_Services_Credentialing_and_Training

Young, J., & Tong, D. (2025, June). Good Work Index [report]. Chartered Institute of Personnel and Development [CIPD]. https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2025-pdfs/8868-good-work-index-2025-report-web.pdf