As effective performance managers, leaders or supervisors must set realistic yet challenging business objectives for individual employees or teams, monitor the achievement of these objectives, give regular informal feedback on employee efforts to meet those objectives, offer rewards and recognition when appropriate to reinforce good employee performance, conduct a formal performance review, and determine individual employee learning needs.

HRSG helps its client organizations determine what is lacking in their performance management system. Process reengineering might call for supervisor training on how to effectively manage the performance of their employees, or might involve making more explicit ties between the performance management process and other HR systems such as training & development and/or employee compensation.

By knowing the precise competency requirements for given positions in the organization, managers are in a much better position to give useful feedback on employee behaviours that drive business results, offer rewards and recognition that reinforce the right behaviours, and determine what individuals or groups of employees must learn (through training and development) in order to fill a performance gap.