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Performance management in school districts is more than a compliance requirement — it’s a reflection of a district’s values, culture and commitment to excellence. When done well, it becomes a powerful tool for improving instruction, supporting educators and staff, and advancing student outcomes.

Yet many districts rely on outdated systems that focus primarily on annual evaluations and check-the-box compliance. Modern performance management takes a different approach. It emphasizes continuous feedback, professional development and alignment with district goals — helping educators grow while creating a culture of accountability and support.

By rethinking performance management, school leaders can move from a system that simply evaluates to one that inspires performance and growth.

Here’s how districts can modernize their performance management approach and foster a culture of continuous improvement:

Step 1: Assess your current performance management practices

Before districts can improve their evaluation systems, they need a clear picture of how things work today. Start by examining what works well and where there are gaps. This includes:

• How performance data is collected.
• How feedback is delivered.
• How performance processes align with district goals and instructional priorities.

Gather input from teachers, support staff and school leaders to capture the full view of the current process — and how stakeholders experience it. They’re in the best position to identify areas where the system may fall short.

Step 2: Define clear goals for your system

Performance management systems are most effective when there’s a clear purpose, so you need to define what the district hopes to achieve. Goals might include:

• Improving instructional quality.
• Increasing staff engagement and retention.
• Align individual performance with school improvement plans.

Your goals should guide the system’s design and help ensure it’s both strategic and sustainable. 

Step 3: Move from annual to continuous feedback

Modern performance management emphasizes continuous feedback, so challenges are spotted early, and staff have more opportunities for growth and recognition.

It’s okay to keep annual reviews — but start supplementing them with regular check-ins. Short, structured conversations between supervisors and staff can cover feedback that is timely and specific, turning evaluations into a tool for development rather than a once-a-year event.  

Keep in mind: Observations and discussions need to happen at the right place and time, without disrupting instructional time.

Step 4: Help staff set meaningful goals

Use goals that are SMART — specific, measurable, achievable, relevant and time-bound — to give staff clarity and ownership over their performance. Other best practices include:

• Involving educators in the goal-setting process.
• Linking goals to individual growth and broader school or district priorities.
• Reviewing and adjusting goals as circumstances or insights change. 
• Tracking progress through regular check-ins.

Goal setting can motivate educators and keep them focused on continuous improvement.

Step 5: Focus on professional development

Effective performance management drives professional growth. To encourage engagement in performance management, districts can:

• Offer workshops, mentorship and leadership opportunities.
• Personalize development plans based on each educator’s strengths and career goals.
• Encourage peer collaboration and support.

Even low- or no-cost professional development can have a big impact when it aligns with staff needs and district objectives.

Step 6: Prioritize equity, fairness and transparency

Trust is essential for an effective system. Districts can take deliberate steps to build trust, such as:

• Using clear and consistent performance criteria.
• Seeking multiple sources of feedback, such as self-assessments, peer input and supervisor observations.
• Communicating openly about how evaluations are conducted, how decisions are made, and how feedback is used.

Transparency helps districts earn staff buy-in. It also positions performance management as a fair, growth-focused process rather than a punitive one.

Step 7: Build adaptability into the process

Performance management systems should evolve with the district. To keep your system in sync with district and staff needs, review it regularly and solicit stakeholder feedback. Then adjust practices to reflect new insights and emerging best practices.

Performance management isn’t one-size-fits-all. It should grow and improve alongside your schools and communities. 

Common performance management concerns

As school districts modernize their performance management systems, several concerns tend to surface. One is how to recognize and reward strong performance in an environment where financial incentives are limited. While bonuses and pay increases may not always be possible, meaningful recognition can take many forms, including providing leadership opportunities, mentorship roles or flexible work arrangements. When recognition is clearly tied to objective performance indicators and reflects the district’s values, it can motivate staff and reinforce a culture of excellence.  

Another common concern is how to identify and support employees who are struggling. Modern systems make it easier to identify challenges early through regular check-ins and documented feedback. This proactive approach allows supervisors to offer targeted coaching, resources and support before problems escalate into formal interventions. This approach improves outcomes for staff and students and ensures that any necessary actions are based on evidence and aligned with district policies. 

Finally, districts often worry about legal compliance if they move away from formal, once-a-year evaluations. In reality, a transparent and well-documented system that applies consistent standards can reduce risk. What matters most is that feedback is clear, employees are given opportunities to improve, and the process is carried out fairly. By focusing on timely feedback, documentation and equitable practices, districts can build a performance management system that is both supportive and defensible.

How to integrate modern practices without starting from scratch

Not every district can completely overhaul its performance management system all at once — and that’s okay. Modern practices can be introduced gradually, building on existing foundations. Often, the first step is to enhance current evaluation tools, such as updating forms to capture more meaningful competencies and development goals. Districts could adjust timelines to make time for more frequent check-ins or offer administrators training on effective feedback. These small steps can make the system feel more supportive without requiring a full redesign. 

Districts can also add competency-based reviews. This approach could include a performance summary, a few clear areas for improvement, defined goals for the next review period and an actionable professional development plan. Even modest changes, like refining rating scales to provide more nuanced pictures of performance, can help the system deliver more useful insights without becoming overly complex.

The goal is not to discard what exists, but to build on it in ways that make the system more responsive, equitable and impactful. 

How Wipfli can help 

Modernizing performance management requires a thoughtful, people-focused approach.

Wipfli helps districts design and implement systems that drive growth, accountability and engagement. With experience in both education and organizational performance, we can help you build a system that strengthens your team, supports students and evolves with your district. Learn more about our approach to empowering educators on our website.

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