Traditional performance reviews failing employees and organisations, experts warn at MSBM Seminar

 Traditional performance reviews may be doing more harm than good, contributing to workplace distrust, disengagement, and missed opportunities for employee development, according to international human resource experts.

The issue was highlighted at the latest Strategic Insights Seminar Series hosted by the Mona School of Business and Management (MSBM), where business leaders, HR professionals, and public sector practitioners examined new approaches to building high-performing, people-centred organisations.

Held on May 14  at The University of the West Indies Regional Headquarters, the seminar—Transforming Performance Conversations: The Strategic Value of the Feedforward Interview (FFI)—explored how organisations can move beyond traditional appraisal systems to more meaningful, future-focused performance conversations.

Keynote speaker Dr Marie-Hélène Budworth, professor and director of the School of Human Resource Management at York University in Canada, challenged longstanding assumptions underpinning conventional performance management practices.

Dr Budworth argued that traditional reviews often create anxiety, discourage honest dialogue, and undermine trust between employees and managers. She said organisations must shift towards more developmental approaches focused on growth, learning, and continuous improvement rather than retrospective criticism.

“Feedforward creates psychological safety, openness, trust, and meaningful conversation that supports learning and development,” Dr Budworth said.

Participants examined common challenges associated with traditional appraisal systems, including fear-based feedback, low employee trust, ineffective communication, and the perception that reviews are sometimes used as punitive management tools rather than opportunities for growth.

The seminar introduced attendees to the Feedforward Interview (FFI), an evidence-based approach that encourages employees to reflect on peak performance moments, identify strengths, and develop actionable plans for future success.

Diane Edwards, director of the Professional Services Unit at MSBM, said the discussion reflects a growing need for organisations to rethink how they engage, develop, and retain talent in increasingly complex work environments.

“Many organisations invest heavily in recruitment and training, yet continue to struggle with employee engagement and performance because the conversations between leaders and teams are not producing trust, accountability, or growth,” Edwards noted.

“If organisations are serious about building high-performing cultures, they must move beyond outdated practices and create systems that encourage continuous learning, meaningful feedback, and employee development,” she added.

A key takeaway from the seminar was that performance management should not be confined to a single annual review. Instead, participants highlighted the importance of ongoing coaching conversations, regular feedback, and strengths-based leadership in driving stronger engagement, improved productivity, and healthier workplace cultures.

Dr Budworth also noted that many performance management systems fail because organisations attempt to use a single process to evaluate performance, determine compensation, guide promotions, and support employee development.

“Performance conversations shape more than individual outcomes,” she said. “They are opportunities to build organisational climate, trust, relationships, and leadership capability.”

The seminar also featured interactive roundtable discussions and role-playing exercises, allowing participants to apply aspects of the FFI approach within their own organisational contexts.

Through its Strategic Insights Seminar Series, MSBM continues to convene international experts, executives, and policymakers to address pressing leadership and management challenges facing Caribbean organisations. The initiative forms part of the School’s commitment to equipping leaders with practical, research-based strategies to strengthen organisational performance and workplace culture.