What is Cigna's 'Connect for Growth' program?

It is Cigna's updated performance management approach, which focuses on energizing and growing employees through frequent conversations and connections to improve overall business and employee outcomes.

Why did Cigna change its performance management process?

Cigna changed its process in response to employee feedback that found the previous annual review system to be frustrating, unfair, cumbersome, and time-consuming.

What replaced annual ratings in Cigna's new model?

Formal letter or numeric ratings have been dropped in favor of a simpler 'On Track' or 'Off Track' performance indicator, with the expectation that the majority of employees will be 'On Track.'

How often do performance reviews happen under the 'Connect for Growth' model?

Performance conversations, called 'check-ins,' are recommended to occur at least quarterly. These discussions focus on goals, progress, and career growth.

How does the new Cigna model incorporate feedback?

The model encourages continuous, regular feedback from an employee's team members and colleagues in addition to their direct manager, moving away from a single annual review.

Performance Management: Cigna's New Approach

This article is based on a presentation by Karla Shores, Learning Manager at Cigna, detailing the company's "Connect for Growth" program.

A New Approach to Performance Management

Cigna has implemented a new approach to performance management called "Connect for Growth." The program is designed to energize employees, support their growth, and build connections, all leading to improved outcomes for customers, the company, and its people. It aims to increase productivity and motivation while improving employee retention.

"Connect for Growth" was conceived by a global team of line and HR leaders in response to business trends, workforce dynamics, and direct employee engagement feedback.

The Catalyst for Change: Employee Feedback

A 2014 survey revealed significant employee and manager frustration with the traditional annual review process. Respondents frequently used words like "frustrating," "unfair," "cumbersome," and "time-consuming" to describe it.

When asked what would make the performance model more effective, employees requested:

A simpler, easier-to-use process
An end to the predetermination of ratings
More valuable and shorter review formats
Continuous feedback against goals, including comments from peers
A goal-setting process directly related to their work

This feedback prompted Cigna to design a streamlined approach that prioritizes meaningful discussions about goals and challenges over administrative tasks.

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New Approach to Performance Management