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Performance Management


The performance management process at Sprint delivers business results and employee performance through the manager/employee relationship.

Sprint Performance ManagementWe focus on four key areas:

  • Planning: clear goals and measurable outcomes tied to company priorities
  • Individual Development: focus on current performance and future career aspirations
  • Results and Accountability: doing what you said you were going to do, when you said you were going to do it
  • Coaching and Feedback: emphasize frequent, meaningful coaching/feedback in regular discussions to drive business results and behaviors that exhibit the Sprint Imperatives

We offer a set of facilitative support tools including how-to videos and interactive job aids intended to train and coach employees and managers on how to have ongoing performance dialogue rather than the process being a periodic administrative exercise. Through our performance-management process, employees and managers develop performance objectives and individual development plans and document ongoing feedback and progress against goals. A journaling tool is embedded within the tool to support frequent conversations and tracking regarding objectives, progress, obstacles and feedback.

By cultivating a feedback- and coaching-rich environment, performance of all employees is enhanced. Our approach is based on real-time feedback, focused on both strengths and opportunities for growth, to ensure employees understand how they're performing against agreed-upon goals and how their performance ties to the success of the business. Coaching and feedback has been a focus company-wide for the past few years with the introduction of the Sprint coaching model, which includes structured coaching programs for people managers. Within our Performance and Development portal, we host an online training tool, called Conversation Starters, to remind employees that coaching and feedback is a two-way conversation and a skill set all employees must develop.

These conversations are then summarized by both employee and manager into a formal year-end review within the performance plan. Sprint’s expectation is for 100% participation in the performance-review process; the only exception should be if an employee leaves the company before the annual performance cycle is complete.