This week, we take another look at how Khan Academy has sustained its Continuous Performance Management program, learn why HR teams ought to think of the employee experience as their “product,” share six trends that we hope will stop trending, and discuss a fix to an inherent bias in open-ended reviews.

This week’s growth quote:

“Successful leaders see the opportunities in every difficulty rather than the difficulty in every opportunity.”

– Reed Markham

Want to be featured? Tweet your favorite growth quote to @Betterworks!

Performance Management Starts on Day One

Betterworks

To sustain continuous conversations, the act of having them must become muscle memory. According to Karina Young, a People Operations Manager at Khan Academy, this starts as early as onboarding and managers must reinforce it at every opportunity until it becomes the culture.

Why You Should Think of Employee Experience as your Product

HR Technologist

Most HR professionals want to help people, but are often viewed as ‘the department of punitive paperwork.’ What can you do? Henry Albrecht, CEO of Limeade, a human resources software firm, recommends thinking of the employee experience as your product and taking lessons from product managers.

Six Key Trends Successful Leaders Must Address in 2019

Forbes

Make a resolution to yourself and your company: Renew your commitment to your employees’ growth to tackle these issues with all your effort.

Why Most Performance Evaluations are Biased and How to Fix Them

Harvard Business Review

Would our roundup be complete without reviewing reviews? Open-ended answer boxes on review forms invite bias, it seems. As one research team has found, they’re fraught with gendered expectations that can invalidate the entire review. Here are thoughts for fixing yours.

Ready to turbocharge your organization’s performance in the New Year? Read the Ultimate Guide to OKRs featuring New York Times bestselling author John Doerr.

If you missed the last recap, read it here: Gallup’s Stats, Google’s Managers, and Balancing Recognition and Impact as an HR Leader