Although Business Process Management (BPM) scholars frequently refer to the importance of aligning employee appraisals and rewards with processes, little is known about how the BPM discipline relates to these human resource aspects. We therefore conducted an exploratory case study in an internationally oriented organization with high BPM maturity to acquire a deeper understanding with the first-hand practices. We first elaborate on how the case organization includes behavioural and results-related components into its appraisals and performance man-agement approach to improve employee alignment and process performance. Afterwards, we explain how and for which process-related elements employees get rewarded and recognized. As academic implications, we build two preliminary frameworks that lay the foundation for further research. We also provide managers with best practices and lessons learned, serving as a practical guidance.