More than half of workers have said they have been doing a lot more during the pandemic.
Fifty-four per cent reported their workload had increased during Covid-19 and 40pc found their well-being had suffered, a new study shows.
However, 86pc still wanted working from home and remote working to be an option in the future.
"Performance conversations are two-way conversations that should take place every four, six or eight weeks to enable better productivity," said Frank Scott-Lennon, of HR for Better Workplaces.
"A manager should listen to what their employee indicates are their work priorities for the next few weeks and ask what problems they might see in the implementation or execution of these priorities.
"This paves the way for a future focused and supportive conversation. From my experience, the impact on well-being is tangible."
Other factors affecting workers included a lack of direction, a shortage of meaningful conversations with their manager and screen fatigue.
Nearly 60pc said that, pre- pandemic, they had meaningful job-related conversations with their manager every few weeks.
However, this dropped during the pandemic, with 65pc saying these conversations became less frequent.
Seven out of 10 employees feel having more regular and meaningful job-related conversations would increase their motivation and productivity.
Thirty-seven per cent said they felt neglected by their leaders and managers during lockdown.
The survey authors have just published a book on their findings, Performance Conversations Management Pocketbook.
They feel bosses will have to adapt to a new way of managing their teams remotely.
The survey found 47pc of employees feel traditional annual appraisals are sufficient, but nearly 30pc said they are unprogressive and 10pc dread them.
Seventy-nine per cent think that having more meaningful and regular performance conversations would enhance the annual appraisal process.
Sinead Scott-Lennon, who also works at HR for Better Workplaces, said: "By adopting the performance conversations approach as opposed to solely relying on the traditional annual appraisal, managers can work with the individual and search for ways in which they can provide ongoing support, discuss issues of personal development from both viewpoints and agree a way forward.
"Doing this regularly and to a high standard will make annual performance appraisals even more useful and hopefully less terrifying for the employee."