We’re exploring changes to our performance management approach by introducing a mid-year check-in and a year-end evaluation. At the same time, we already run an established Talent Review process mid-year, though employees are not informed of their placement. We’re mindful that managers might see these processes as repetitive. How do you handle this in your organizations? What approaches have worked well for you? 

we have mid year and end of year required reviews. the mid year review isn't required of our field based technicians. we do not do separate talent reviews.

1. Change management is everything. You are right to be concerned that managers may see these new processes as repetitive. Following the ADKAR change management process - combined with creating and sharing a clear roadmap - can go a long way.
2. I highly recommend the book "Helping People Win at Work" by Ken Blanchard and Garry Ridge when looking to refine your talent review processes.

I'd be happy to chat further.

I know lots of folks might disagree, but I like combining performance check-ins/reviews with talent reviews. I think they make for more robust conversations. If facilitated well, the dialogue can be segmented / flow from "how are they doing in their job now" and then "what might the future look like for them?".

We previously had formal assessments at both mid-year (June) and year-end (October) to align with calibration and company rating timelines. However, colleagues shared that the process felt repetitive, so we streamlined it.

Now, at mid-year, colleagues simply update their goal progress, and leaders provide informal feedback to keep development and alignment ongoing. At year-end, colleagues complete a self-assessment, and leaders add final comments to close out the cycle.

Additionally, feedback collection is conducted online and is strongly required for all colleagues to ensure a consistent and continuous feedback culture.

Happy to chat live on this one chavonique.r.poole@aexp.com

We're coming at it from the opposite direction. We've had a mid-year and an annual performance evaluation in place and we're now adding talent review processes. Our framing is that these are two pieces to a larger puzzle. Understanding talent from the Organization side and succession planning but then for development from the employee side. For example, our talent review conversations will discuss and identify the level of qualification of employees as successors. This will be done by understanding the skills required for a role and then assessing talent against those skills. This yields the understanding of "gaps". The identification of those gaps will then feed an employee's coaching and development.  So an employee will not know where they fall on the talent review structure - however, an understanding of the "gaps" that they have can present in a development/growth plan that is then tracked as part of their goals and review conversations.