C.O.R.E. (Communication, Opportunity, Resources, Engagement) applies to more than Employee Engagement. Let me suggest four tactics, one for each C.O.R.E. component, that are likely to fit comfortably in your Performance Management process.

Communication.
The objective is to stimulate a healthy procedure for sharing feedback with your people in a two-way, discussion manner.

We're surely agreed that such is more effective than simply sitting down, reading an appraisal to the employee and calling that 'performance management.'

Introduce as part of the process that each employee owns the responsibility of scheduling X meetings with you. That X depends on the frequency you and your company set to reflect your culture's commitment to developing its individuals. Quarterly? Monthly? Bi-weekly?

Inform employees that they are to provide you in advance specific performance items and issues they will discuss. Of course, you possess the right to introduce items into the discussion, if necessary.

Over time -- perhaps as soon as the 2nd round of meetings -- you will find the following to be true

* Your employees are more attentive to the details of their performance.
* They come prepared to discuss, including asking your opinion and for your assistance.
* The everyday interaction between you and them is both more comfortable and more open in attention to how the job is performed.

Opportunity.
The objective is to provide a structured situation in which employees engage in attention to their performance. This motivates them to take on more autonomy with their own performance management.

Carve out time for training or quality improvement or organizational development or plain ol' staff meeting for this opportunity. The results will satisfy and serve all of those areas.

Have employees pair off with one another for 10-minute rounds. The time limit is to be strictly enforced. In every round, each individual has 5 minutes to speak of her performance. You may require that they mention both positive and negative aspects of their performance.

Use a whistle or bell or clacker to signal the 5 minute mark and to have the 2nd person share.

After the 10 minute round, individuals rotate to a new partner. Go for at least 3 rounds. If this does not allow all employees to pair off with every other team member, repeat this Opportunity in a month. At that (and future) sessions, require pairing with new individuals.

Resources.
The objective is to provide materials and information that will encourage employees to co-own their performance management.

The more they know about performance management as a valuable process and about your company's specific Performance Management Plan, the more that co-ownership will occur.

Make available such materials as the following:
Handbook for Measuring Employee Performance (Click here to download PDF version)
Performance Management, Robert Bacal (see side bar)
5 Key Principles of Corporate Performance Management, Robert Paladino (see side bar)

And there's lots more info--of varying qualities--at the touch of a Google.

Engagement.
The objective is to model your engagement in performance management for your people. This in turn encourages their engagement and attention to their performance management.

Provide your employees with your official job description or at least with the "management" bullets. This should be in advance of the meeting. Let them know you want their honest feedback regarding your performance, relevant to the items on the job description.

Schedule one-on-one meetings with each member of your team. Allow a specific amount of time, 30 minutes is the recommended length. Begin the meeting by stating you want the individual's input as part of your personal Performance Management Plan.

You want her to give you honest feedback regarding your performance of each item in your job description. Indicate that you may wish to ask questions for clarity.

Keep in mind throughout these meetings that performance feedback from your employees is your secondary purpose. The primary purpose is to demonstrate engagement in commitment to managing your performance (improvement).