Performance reviews—dreaded by many, effective for few. According to Gallup, only 2% of CHROs from Fortune 500 companies strongly believe that their performance management systems inspire employees to improve. Even more concerning, just 20% of employees feel that their reviews are transparent, fair, or motivational.

Despite these discouraging statistics, the annual performance review persists in many organizations. Fortunately, there are forward-thinking exceptions—like today’s guest, Robert Neiuber.

Robert Neiuber, Senior Human Resources Director for the City of Rancho Cucamonga, has been with the City for a decade. During his tenure, he led a progressive shift from traditional performance reviews to a dynamic performance development approach. This new system prioritizes future growth over past performance, equipping employees with the tools they need for managing their careers.

In this episode, Robert details the City’s journey to eliminate performance reviews. He shares the motivations behind the change, the implementation process, and how they successfully rolled out the initiative, including navigating union considerations. Robert also dives into the specifics of their current performance development system, known as MAPs, and discusses their ongoing plans for improvement.

As organizations continue to grapple with the limitations of traditional performance reviews, Robert’s insights offer a powerful blueprint for those ready to make the shift. Tune in to learn how you can start moving towards a more dynamic and growth-focused approach to performance management in your own organization.

Key Highlights

• The City has a City Hound program where you can bring your dog to work. They have had 50 of their 750 employees bring their dogs since 2018.
• In 2018, Robert went to the Senior Executive Institute from the University of Virginia. It was a cohort-based program from ICMA Leadership that he attended alongside his Assistant City Manager. During the program, they got interested in how the City of Boulder was shifting their perspective of performance management. This was the impetus for the change in performance reviews at the City of Rancho Cucamonga.
• Robert wanted to create a system that looks forward versus looking back.
• They use MAPs (My Action Plan) for their updated development tool. The employee completes it in the Oct/Nov timeframe, the supervisor reviews it, and then shares it back in December.
• Employees get increases of 5% if they complete them (if not at top step) by February of the next year. Those at top step get a $500 stipend.
• The MAP tools allow employees to reflect on where they want their career to progress in the next 3-5 years, and overall in their career. It’s ok if employees want to stay where they are but training is also relevant to those staying in their job. MAPs get them future-focused.
• Performance issues are handled throughout the year. Feedback is part of what you do as a leader at the City.
• If you’re on a Performance Improvement Plan (PIP), you’re not eligible for the 5% increase.
• There were two main challenges in the roll-out. 1.) Communications/MAPs in their native languages and 2.) logistics to ensure they had the work time to do the process (held meetings across the City, brought lunch, could ask questions, and fill out their MAP).
• 100% of employees completed their MAPs and HR celebrated the success with employees.
• Robert’s advice: get leadership on board, be transparent on why you’re making the change, and decide how you’re going to deal with performance issues.

Links Mentioned

Robert’s LinkedIn

Full Bio

Robert has enjoyed over thirty years of local government experience in the fields of Human Resources, Risk Management, Community Development, Economic Development, Redevelopment and Administration. He’s had the honor of serving some great communities, currently the world-class community of Rancho Cucamonga and their employees, Team RC.

As a Human Resources Director, Robert feels it is his role to develop and maintain a high-quality workforce that encourages and supports employee engagement through a culture of continuous learning, diversity, equity, inclusion, belonging, innovation, collaboration, and excellence. He enjoys being able to work with and support the dedicated, hardworking, knowledgeable, and fun employees who make up Team RC.

Robert is a Certified Executive and Senior Human Resources Professional by the International Public Management Association for Human Resources (now Public Service Human Resources Association- PSHRA); a certified Senior Human Resources Professional by the Society for Human Resources Management; a Certified Labor Relations Master by the California Public Employment Labor Relations Association; a Certified Labor Relations Professional by the National Public Employment Labor Relations Association; and a certified League Cycling Instructor by the League of American Bicyclists.

Robert believes in the importance of public service, where he can do meaningful work and contribute to something bigger than himself.