Performance Development

From assessing to developing

Managers spend an average of 200 hours a year accurately, retrospectively assessing performance of their team members. Pretty time-consuming, right? Often frustrating for manager and employee, too, because how do you combine the roles of evaluative manager and developmental coach in one conversation? Confusing, and ineffective. Not surprisingly, more and more companies are shifting their focus from retrospectively assessing performance to discussing development. So looking ahead. And then it pays off!

‘ Align your cycle with what your employees care about and your organization’s ambitions.’

Natacha Grimbergen


Performance Development, expensive word?

No. A good Performance Development strategy contributes to the engagement of your employees. A greater sense of added value increases the drive for the company to be successful. Moreover, you look at where the gains can be made, what can be developed. And you know what they say “success equals money” or was it success equals happiness?

In Performance Development, you encourage employee development and performance and discuss goals. So it’s about making the organization agile and organizing work. Bunchmark helps you set up what’s called a “Performance Development Cycle. We always do that based on what’s already there and looking at the goals your organization has in (re)designing the cycle.

Bunchmark’s ingredients for success

The good news is; there is nothing necessarily wrong or right. However, there are a few ingredients we are fans of that are often at the root of a successful outcome:

  • Listen! Align your Performance Development Cycle with what your employees care about and your organization’s ambitions.
  • Invest in the skills of your employees and managers to give good substance to conversations and development. Above all, do not focus only on the skills of managers.
  • Decouple rewards from performance. This gives you more room in the conversation for development and wanting to learn rather than looking back and “justifying. Do you dare to set up rewards in a different way?
  • Simple and attuned to purpose. Don’t let process and tool become an end in themselves.

Our approach

We always work using the following steps when addressing your Performance Development process:

  • Touchdown
    First, see what’s there. What problem do you want to solve? What suits your organization and your people? We get as much information into the organization as possible and like to build on the great things that are already there. What do you want to optimize?
    For example: from focus on business goals to focus on personal development. Or from conversations once a year to continuous dialogue.
  • Create
    From the movement that we have defined, we are drawing up a number of practical scenarios for a new cycle. Together we will make a choice and develop the final new Performance Development process. Here you can think about; the steps in the process, supporting materials and interventions to roll it out.
  • Implement
    A plan is only successful when it works in practice, off the paper that is! We train, bring in the right tooling, create beautiful materials, coach and implement so you can move forward independently.

This is how we did it at

performance development
performance development