Chapter 8 (Noe R., Hollenbeck, Gerhart, & Wright, 2021) is focused on performance management. Among other things, Noe and colleagues recommend conducting formal performance reviews. That formal approach is changing, though (Rozenkrantz, 2020). Companies are moving to less formal, continual feedback and away from the once- or twice-yearly review.

However, that can increase the burden on managers (Rozenkrantz, 2020). They are asked to spend more time coaching their employees, documenting coaching conversations, and seeking feedback from other people with whom employees interact. That adds up to roughly four hours every week doing feedback tasks.

What can HR do to reduce this workload on managers while increasing the quality and timeliness of feedback? (Please provide reference.)

References:

Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2021).Human Resource management: Gaining a competitive advantage(12th ed.). New York, NY: McGraw-Hill Education.

Rozenkrantz, H. (2020, April 28).The performance review process can be a lot easier. Here's how: Managers can delegate and automate much of the work.Retrieved from SHRM.org: https://www.shrm.org/resourcesandtools/hr-topics/people-managers/pages/ongoing-performance-reviews-.aspx